The Australian Hospital Engineer Volume 39 Number 1

VOL 39

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MARCH 2016

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Honorary Appointments Kim Bruton Kevin Moon Lynden Smith PP 100010900

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IHEA NATIONAL OFFICE Direct: 1300 929 508 Email: admin@ihea.org.au Address: PO Box 6203, Conder ACT 2900 Website: www.ihea.org.au Conference: http://hfmc2016.org.au

IHEA NATIONAL BOARD OF DIRECTORS National President Brett Petherbridge National Immediate Past President Darren Green National Vice President Peter Easson

CONTENTS

BRANCH NEWS

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National President’s Message

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CEO’s Message

11 State Branch Reports VALE 17 Guy Joseph Rodrigues

National Treasurer Mal Allen

18 Klaus Ernst Schrader

National Secretary Darryl Pitcher

Membership Registrar/ CHCFM Coordinator Alex Mair Peter Footner Standards Coordinator Rod Woodford Asset Mark Coordinator Greg Truscott Communication/Marketing Darryl Pitcher Secretariat/Website Administrator Heidi Moon Finance/Membership Jeff Little Editorial Committee Darryl Pitcher, Brett Petherbridge and Darren Green IHEA MISSION STATEMENT To support members and industry stakeholders to achieve best practice health engineering in sustainable public and private healthcare sectors.

ADBOURNE PUBLISHING 18/69 Acacia Road Ferntree Gully, VIC 3156 PO Box 735, Belgrave, VIC 3160 www.adbourne.com

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MEMBER NEWS

21 Australia Day Honours for IHEA Past President – Darren Green

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22 Honorary Appointments

TECHNICAL PAPERS

Gold Coast Private Hospital 24 Fan system replacements in HVAC 32 equipment in hospitals to improve energy efficiency 37 Australia-New Zealand Exchange 45 Using BMS maintenance contracts to achieve plant optimisation 52 Robina Hospital Chiller Plant Optimisational 55 Where the…… Hell are we 63 Indoor air quality (IAQ) in hospital environments 66 Regulation Update – March 2016

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68 Building a high Performance culture

PRODUCT NEWS

72 Product news

ADVERTISING Melbourne: Neil Muir T: (03) 9758 1433 F: (03) 9758 1432 E: neil@adbourne.com Adelaide: Robert Spowart T: 0488 390 039 E: robert@adbourne.com PRODUCTION Emily Wallis T: (03) 9758 1436 E: production@adbourne.com ADMINISTRATION Tarnia Hiosan T: (03) 9758 1431 E: admin@adbourne.com

55 Visit the Institute of Hospital Engineering online by visiting www.ihea.org.au or scanning here ➞

The views expressed in this publication are not necessarily those of the Institute of Hospital Engineering Australia or the publisher. The publisher shall not be under any liability whatsoever in respect to the contents of contributed articles. The Editor reserves the right to edit or otherwise alter articles for publication.

Adbourne Publishing cannot ensure that the advertisers appearing in The Hospital Engineer comply absolutely with the Trades Practices Act and other consumer legislation.

The responsibility is therefore on the person, company or advertising agency submitting the advertisement(s) for publication.

Adbourne Publishing reserves the right to refuse any advertisement without stating the reason. No responsibility is accepted for incorrect information contained in advertisements or editorial. The editor reserves the right to edit, abridge or otherwise alter articles for publication.

All original material produced in this magazine remains the property of the publisher and cannot be reproduced without authority. The views of the contributors and all submitted editorial are the author’s views and are not necessarily those of the publisher.

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TECHNICAL PAPERS

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

National President’s Message

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ith the festive season now well and truly behind us, we are all back into the swing of what is shaping up to be a very busy 2016. Most states have seen unusually high summer temperatures, extended periods of heat, fire and severe storms. This not only effects ourselves personally, but within our workspaces as we deal the demands on infrastructure to maintain conditioned space and critical support services to ensure safe environments in which patients, staff and public can be accommodated.

The Board has settled in well and the new Board Members have transitioned into their roles with much enthusiasm. States are progressing their Professional Development Seminars. These seminars are for Members development and provide an opportunity for new members to be engaged. Details can be found on the IHEA Website.

PROFESSIONAL DEVELOPMENT SEMINARS Vic/Tas Branch

22nd Feb

“Fire Risk Management”

QLD Branch

18th March

“Annual Country Meeting”

W.A. Branch

29th April

“Country Conference”

S.A. Branch 17th March “Energy Management Technologies in Healthcare” NSWS/ACT Branch

27th May

“Annual Conference Integration – Operational Engineering”

IHEA National Board of Directors are as follows:-

Name

Position

Brett Petherbridge

National President

Email Executive Committee

brett.petherbridge@act.gov.au

Peter Easson

Vice President

Peter.Easson@health.wa.gov.au

Darren Green

Immediate Past President

darren.green@gsahs.health.nsw.gov.au

Darryl Pitcher

Secretary

D.pitcher@bethsalemecare.com.au

Mal Allen

Treasurer

Mal.Allen@hnehealth.nsw.gov.au

Alex Mair

Membership Registrar

ama58500@bigpond.net.au

Karen Taylor

Chief Executive Officer (ex officio)

ceo@ihea.org.au

Rod Woodford

Director

rwoodford@castlemainehealth.org.au

Peter Footner

Director

pesarash@adam.com.au

Greg Truscott

Director

Greg.Truscott@health.wa.gov.au

Michael McCambridge

Director (co-opted)

Michael.McCambridge@mh.org.au

FEBRUARY BOARD MEETING AND SUMMARY OF KEY ACTIVITIES The National Board met in the 1st week of February and over 2 days. Overleaf is a summary of the proceedings and outcomes from the meeting. The Meeting was held at the Adelaide Oval – the venue for the National Conference in October 2016.

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National Board (Left to right): Alex Mair, Darren Green, Darryl Pitcher, Peter Footner, Peter Easson, Karen Taylor, Brett Petherbridge, Mal Allen, Greg Truscott, Rod Woodford & Michael McCambridge

• Training for Board of Directors – IHEA Governance Workshop and Directors Responsibilities. This was particularly important for the 4 new Board Directors to ensure they understand the fiduciary and statutory responsibilities of Directors. All Board members benefited from this session.

• A review of the current IHEA Strategic plan leading to the creation of a 12 months business plan on key directional aspects. This session was lead by our CEO Karen Taylor as a pre-requisite to the forward strategic direction for the IHEA. • A review of the draft constitution for final amendments. This package of work has been ongoing for the last 18 months.

The final amendments are being undertaken but we are well placed for this to be voted on at the next Annual General Meeting by all members.

• The Financial report was presented by Mal Allen – our newly elected National Treasurer. The report shows the IHEA to be in a stable position financially, however, outstanding membership renewals are a focus moving forward. The successful National Conference has contributed greatly to our current position.

• Vice President Peter Easson provided all Directors an overview of the updated Treasurers Training package.

This will be rolled out to all state treasurers for their completion as an “on-line” training program.

• The IHEA Risk Management Plan was tabled for review and is an ongoing package of works.

• S.A. Branch Conference Convener Peter Footner provided the Board with a update on the National Conference.

The advanced planning has provided much confidence that this will be a very successful event.

• All state branch reports were informative and outlined that each state is very active in member’s professional development.

2018 INTERNATIONAL FEDERATION OF HOSPITAL ENGINEERING (IFHE) CONGRESS – BRISBANE Planning for the 2016 International Federation of Hospital Engineering (IFHE) Congress in Brisbane is well underway.

Our Professional Conference Organiser has been engaged, branding has been designed, the venue contract has been signed and we are progressing funding support from Tourism Events Queensland (TEQ). A delegation will be attending the 2016 Congress in The Hague in April 2016 together with a delegate from the PCO. The IHEA will host a display stand in the Trade area and with the support of TEQ provide promotional merchandising, the obligatory IFHE 2018 lapel pins, and will also showcase Brisbane City highlights and other “Australiana”. The aim of this promotion is to encourage international delegates to join the IHEA in 2018 to attend the IFHE Congress and remind them all that Australia is the place to visit, and to encourage travel within our beautiful country.

SUMMARY In closing, I encourage each and every member to attend the Professional Development Seminars put on by each state, communicate with your state Committee of Management and be active in your pursuit of excellence in Health Care Engineering. The IHEA Website is updating the events section to ensure members and prospective members are aware of the opportunities that we provide.

If you do attend a seminar, take along a work colleague as a prospective member and let them meet other like minded people to share in the thoughts and knowledge that our members have.

Kind regards, Brett Petherbridge IHEA National President www.ihea.org.au

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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TECHNICAL PAPERS

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

CEO’s Message

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016 is off to a great start! The Board and I spent two very productive days in Adelaide reviewing our Strategy and planning key priorities for the next 12 months. In the days after our Adelaide meeting I have been working on a detailed Business Plan with clear deliverables to grow and enhance the IHEA.

Strategic Objective 5 – Build and maintain effective networks, strategic partnerships and industry intelligence

In summary the key priorities are:

Each of these objectives have detailed tasks and expected outcomes allocated to ensure that we continue to move forward and remain future focused.

Strategic Objective 1 – Build and maintain membership base Deliver contemporary, practical and relevant membership with a focus on performance improvement outcomes for both organisations and individuals.

Strategic Objective 2 – Enhance and increase education and training offerings Deliver relevant offerings which focus on the value-add concept of membership through a commitment to lifelong learning.

Strategic Objective 3 – Best practice governance and business arrangements (provide sound organisational governance) Continue the development of best practice governance strategies and practices that support organisational development; integrated with a plan that supports future operational demands and enhances IHEA’s ability to grow the business.

Deliver growth opportunities and recognition for IHEA and value add for members.

I am delighted to report that planning for the National conference in Adelaide is well advanced with a draft program expected in May. Leading off what is shaping up to be an exciting array of presenters is the South Australian Health Minister Jack Snelling. Minister Snelling will open the conference with an overview of “Transforming Health”.

Immediately following the Minister Brendan Hewitt, State Manager of Health Infrastructure, will give a presentation providing details on this key SA Government initiative.

Keep an eye out on our website for further details as they come to hand.

In closing I would like to welcome Deb McBryde to IHEA. Deb will be working alongside me and the Board assisting with administration and general support on a number of objectives in the business plan and our day to day operations. Deb can be contacted on admin@ihea.org.au.

Deb will also be monitoring the 1300 number whilst I am at the IFHE conference in April.

Strategic Objective 4 – Improved use of technology

As always please don’t hesitate to contact Deb or myself if we can be of any assistance.

Deliver efficiency and increased effectiveness through appropriate use of technology.

Karen Taylor CEO

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

STATE BRANCH REPORTS

State Branch Reports WA BRANCH REPORT – CRAIG AGGETT, BRANCH PRESIDENT Branch Meeting November 2015, Royal Perth Hospital eing the final branch meeting for the year, host Steven Dallas warmly greeted the members to Royal Perth Hospital and announced, due to the noted absence of several office bearers, the formal meeting proceedings were waivered as the quorum was not achieved and the evening’s sponsors were introduced to the collective members.

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Allan O’Grady, representing Global Customer Services, presented a selection of energy saving replacement fluorescent lighting products, including ultra-thin, light weight LED models with the ability to be controlled via a dedicated data system.

Next, Brett Jones from Hydraware illustrated the latest antiligature bathroom products released on the market including samples of hand basins, shelving and a vandal proof toilet pan. Following the presentations, members enjoyed the networking opportunity and light refreshments on offer.

Christmas Sundowner, Windsor Hotel – South Perth A busy year for the WA Branch was wrapped up with an evening Christmas Sundowner held at the century old Windsor Hotel, located a stone’s throw away from the South Perth foreshore. Members and their partners attended the private function, enjoying socialising and reflecting on the year’s activities and all looking forward to the festive holiday.

John Fawcett Foundation Donation The John Fawcett Foundation and its Indonesian counterpart, the Yayasan Kemanusiaan Indonesia, is a humanitarian foundation which assists needy people in Indonesia, particularly those with medical problems. It offers their assistance to people in the lower socio-economic group free of charge and without religious, political or ethnic consideration.

The Foundation grew out of a number of Rotary projects established by its namesake, John Fawcett, in Bali, and is best known for its Sight Restoration and Blindness Prevention Project, incorporating the Mobile Eye Clinic for Cataract Surgery.

But the John Fawcett Foundation is committed to more than sight restoration. Other projects include Children’s Corrective Surgery, Assistance to Desperately Ill Children and Young People, and Prosthetic Eyes.

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1300 733 665 www.vacuumsolutions.com.au THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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STATE BRANCH REPORTS The Foundation’s success since the beginning of its involvement in Indonesia has been dependent on the work of a large number of very dedicated volunteers who freely give their time. These include logistics people in Australia who organise medical equipment and supplies, medical personnel who come to Bali and teach local doctors and medical staff in new surgical techniques, those who help to raise funds, and numerous others.

The Foundation funds its activities through donations from individuals, businesses and organisations.

The WA branch is pleased to announce a donation of $3,000 was raised from IHEA members to the John Fawcett Foundation and Dave Bower offered a further donation of $7,000 from the Busselton Rotary Foundation.

Thank you to all contributed to such a worthy cause.

VIC/TAS BRANCH REPORT – RODERICK WOODFORD, BRANCH PRESIDENT Activities he annual Vic/Tas branch dinner was held at the Rising Sun in South Melbourne on Friday the 4th Dec.

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Mark Hooper was awarded the Vic/Tas Hospital Engineer of the year for 2015; Mark has been the Project Manager for the new build of the Echuca Hospital, being involved in the design insuring that innovative energy management was high on the agenda, the results are amazing using renewable energy, heat and cooling reclaim systems and energy storage utilising the insulated fire storage tanks as heat sinks for cooling.

2016 Vic/Tas Branch activities PD 1 Monday 22nd Feb sponsored by Broadspectrum; held at the Engineering institute 600 Burke st Melbourne on the 31st floor the theme being Essential Service and Compliance

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Branch Meeting February 2016, St John of God Hospital The first branch meeting of the year was held at the St John of God, Mt. Lawley Hospital, hosted by Robert Falls, and covered the following general business: • Confirmation of the 2016 Country Conference will be held at Kalgoorlie in April.

• The March meeting will be held at the WA Water Corporation HQ.

And Finally…

The West Australian branch was delighted to receive a visit from an esteemed Victorian colleague in January. Sergio Adofaci was in Perth to conduct training on his specialist subject of steam and associated plant and equipment. Several of the WA ‘Old Guard’ caught up with him for a wonderful evening of reminiscent conversation.

• The May meeting will be a combined gathering with the AIHE at the Perth Children’s Hospital.

The evening was sponsored by England Commercial Services, a locally owned family business specialising in commercial refrigeration and air conditioning services since 2007, explained ECS owner Damian England.

L to R : Sergio Adofaci, Frank Woods, John Dransfield and Roy Aitken

Again, following the branch meeting and the industry presentations, members enjoyed the networking opportunity and light refreshments, overlooking the Swan River.

with Australian Standards, with 35 in attendance. We would like to thank our presenters Mr Stephen Kip and Dr Ian Bennetts from the Department of Health and Human Services, Fire Risk Management Unit who spoke on Guidelines for Fire Risk Management in Victorian Health Facilities, and Mr Brian Sherwell, from Brian Sherwell & Associates who spoke on the BCA and Fire Risk Management, a Building Surveyors perspective.

After lunch Gary Lake, Lake Young & Associates spoke on Fire Safety Audits, interpreting the Series 7 guidelines and conducting audits followed by Tony Stokes, from Stokes Safety; Building Safety and Compliance, presenting on Essential Safety Measures, regulatory requirements and best practice. We held a robust panel discussion with questions from the floor at the conclusion of the speaker’s presentations. There was a lot of interest in this topic with DHHS FRMU wanting to have this as an annual event.

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

Mark Hooper (left) IHEA Vic/Tas Engineer of the year 2015 and Rod Woodford Branch President.

The presentations should be available on the IHEA web site by mid March.

PD 2 is planned for May 2016 theme Warm water compliance and AS 4187; this topic is also generating a lot of interest particularly around maintenance of mixing valves and compliance with the water quality recommended in AS 4187 for theatre and CSSD equipment.

PD 3 to be held at Bendigo Health with a site inspection of the new build.

STATE BRANCH REPORTS QLD BRANCH REPORT – SCOTT WELLS, BRANCH PRESIDENT

Branch Committee n behalf of the QLD Branch I would like to acknowledge the continued support of the Branch Committee of Management (COM), all Branch members and our many and varied sponsorship partners, all of whom have contributed to another successful quarter for the QLD Branch.

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Professional Development & Networking The final Professional Development Seminar for 2015 and the QLD Branch Christmas dinner function were held on the 10th December 2015 at the Brisbane Greek Club. The theme was Energy Efficiency in HVAC and was attended by 34 members and guests.

Professional Development Seminar • Performance based HVAC hygiene management • Energy savings in HVAC systems and return on investment • Power factor Correction and Energy Opportunities The international keynote speaker was Dr Normand Brais, Vice President of the US based firm, Sanuvox Technologies.

The second speaker, Paul Crust, Technical Consultant from Energy Correction Options, provided a discussion on Power factor correction and power quality systems.

The third speaker, Scott Summerville is a QLD IHEA member who regularly participates in activities and discussed HVAC hygiene management.

A copy of the presentation from the speakers has been requested to be available and will be emailed by the QLD branch Secretary when provided, for those country members and others unable to attend the professional development seminar.

The members Christmas function was held in conjunction with the PD Seminar and provided an excellent networking opportunity to reflect on the years past achievements.

Membership The Branch Committee has a ambitious program for 2016 with country meeting in March 2016 and planning for Professional Development seminars.

An updated program is available to members on the IHEA website.

steady with 6 new members who joined. The focus for this year 2016 is to provide back to basis member programs that includes 4 Professional Development Seminars.

Photo of international speakers enjoying a refreshment

Our mid year conference will be in 14th and 15th July and the venue is booked at the Victoria Golf Club and members should mark the date in QLD Branch members looking at their diaries. The vendors equipment traditional country meeting is planned for Toowoomba on the 18th March 2016. I encourage members to attend these arranged events as they are provided throughout the year for members continued education and networking opportunities with industry peers and experts.

During the last quarter of 2015 the QLD Branch Membership has remained

19-21 OCTOBER 2016 | ADELAIDE OVAL

IHEA Healthcare Facilities Management Conference 2016 MANAGING CHANGE / CHANGING MANAGEMENT

“The only constant is change.” We have all heard this quote but there is plenty of evidence around us in our working world that this saying holds true. Who hasn’t faced at least some of the following changes as they try to navigate their increasingly complex working lives - emerging technologies, reducing budgets, new roles & responsibilities, changing service delivery models, regularly changing organisational models & senior management personnel, and new rules & standards governing our work?

This year’s conference theme is ‘Managing Change / Changing Management’ and aims to give participants the information and skills to succeed in an environment of change. Streams will include: • People Management • Risk Management • Energy Management • Change Management

For more info & to receive event updates visit www.HFMC2016.org.au

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STATE BRANCH REPORTS NSW/ACT REPORT – PETER LLOYD, BRANCH PRESIDENT Introduction n behalf of the NSW/ACT Branch I take this opportunity to present the NSW-ACT IHEA 2016 March Journal report and acknowledge the continued support of the NSW/ACT IHEA Branch Committee of Management (COM), all Branch members, National Board and our many and varied sponsorship partners.

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Activities • A recent planning and site tour (Dec 2015) was held at the new Blacktown Hospital which was stage one of a two stage redevelopment on the existing site.

Topics covered were the upcoming NSW ACT Branch conference, agreed theme to be “Integration – Operational Engineering” • Dates set for 3 monthly COM meetings Jan, March, May, Nov. Meetings including, Planning Committee, with RPA General, AGM General, Gen Christmas • Annual award nominations for release early 2016 with Presentations to be conducted as part of the 27-29 May Branch Conference, Categories will be – Apprentice, Tradesman of the Year, Facilities Manager and Engineer of the Year.

• Scholarships for the branch are a hot topic at the moment with the COM committed to facilitate where possible in terms of easing the application process and sponsorship to relevant functions for members.

• There was a site tour of Stage 1 of the new Blacktown Hospital, due for hand over January under construction

by Zauner’s. See the photo’s throughout.

Name

Position

Phone

Email

Peter Lloyd

President

0428 699 112

peter.lloyd@gsahs.health.nsw.gov.au

Rob Arian

Vice President

Darren Green

Secretary

0418 238 062

darren.green@gsahs.health.nsw.gov.au

Mal Allen

Treasurer

0467 761 867

mal.allen@hnehealth.nsw.gov.au

Peter Allen

COM

0408 869 953

peter.allen@hnehealth.nsw.gov.au

Helmut Blarr

COM

0411 152 898

helmut.blarr@sswahs.nsw.gov.au

Glen Hadfield

COM

0409 780 228

glen.hadfield@swahs.health.nsw.gov.au

Trevor Stonham

COM

0414 899 363

trevor@sah.org.au

Brett Petherbridge

COM

0418 683 559

brett.petherbridge@act.gov.au

Jon Gowdy

COM

02 95158041

Jon.Gowdy@sswahs.nsw.gov.au

Steve Dewar

COM

0428 119 421

steve.dewar@gsahs.health.nsw.gov.au

Committee of Management Contact details

Institute of Hospital Engineering Australia NSW/ACT Branch Conference Friday 27th, Saturday 28th & Sunday 29th May 2016 Retreat at Wisemans, 5564 Old Northern Road, Wisemans Ferry, NSW

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

The NSW/ ACT Branch of the Institute of Hospital Engineering Australia (IHEA) will be holding a Professional Development Conference, Trades Display and Branch General Meeting at the Retreat at Wisemans, Wisemans Ferry.

I cordially invite you and/or representatives of your organisation to take part at this exciting event.

Meeting Room Blacktown Hospital Dec. 11th 2015

The conference theme Site tour Blacktown Hospital.

“Integration – Operational Engineering” continues the IHEA principals of providing continuous professional development and exposure to industry best practice, products, technology and Blacktown Hospital Arcade, Impressive streetscape and waiting area for many practices in the hospital services. ever changing face of hospital engineering and healthcare facilities management. The professional development offered through this invitation is a unique opportunity to increase knowledge of modern industry trends, products and the new technology across the broader health care industry.

The invitation is extended to IHEA members as well as non– members, engineers, heath care facility managers, industry professionals and service providers alike.

Attendees will be a cross section of representatives from metropolitan and country NSW, major public hospitals of the ACT, including both public and private sectors. We are providing a rare opportunity to network with other health care and specialised experts, industry providers and representatives from associated to asset, facility and engineering agencies.

The Conference will commence at 11:00 am on Friday 27th May 2016, with registration, followed by lunch and an

STATE BRANCH REPORTS afternoon comprising of technical presentations leading into a trade exhibition 16:30 – 18:30. Friday will conclude after the trade exhibition with a semi-formal dinner. Saturday will comprise technical presentations in the morning and our site tours after lunch for participants. Also incorporated in this event is a unique free partner’s program including local tours on both Friday and Saturday, attendance at both Friday and Saturday’s dinners will conclude on Sunday Morning with breakfast.

Members Communications and engagement As part of both State and National directions all NSW/ ACT members should be receiving regular communiques via emails, E-Bulletins, postal notices, journals and the like, if you

SA STATE BRANCH REPORT – PETER FOOTNER, STATE BRANCH PRESIDENT Branch Committee he SA Branch Committee continues to make good progress as it focuses on professional development and membership growth, together with our main goal this year – the 2016 National Conference. Our efforts have been supported over the last six months or so by the return of Vince Russo to our ranks, and with input from our CEO, Karen Taylor.

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Professional Development & Networking The Branch Committee has continued to updated its schedule of professional development and networking events. An updated program was released to members during December 2015 and is also available on the IHEA website.

The December PD took place at the Glenelg Golf Club, on Dec. 4th 2015 and covered two topics – a presentation on the updated AssetMark system and a presentation by Dulux Australia on Innovative Paint & Coating Finishes for Healthcare Facilities. Dulux generously sponsored the event.

The IHEA National Board supported the participation of the (then) AssetMark Coordinator, Mark Stokoe, in this seminar and Mark kindly gave up his own time for the event.

The Branch’s annual Christmas networking dinner followed the seminar and was well attended. The night provided a great opportunity for networking and also allowed some further, informal planning for the 2016 National Conference to occur.

Two further seminars have also been scheduled for the first half of 2016. By the time this journal is in your hands, we will have held an interesting seminar around New Technologies in Electrical Design & Energy Management. The event will be hosted and sponsored by Schneider Electric and will provide presentations by new member, GoZero and long-standing supporter, Schneider Electric, followed by a planned site tour and networking opportunities.

or someone you are aware of is not receiving these important members updates I encourage you to contact myself, or the branch secretary for assistance.

NSW members recently received detail re the Schneider Online University signup and login via e bulletin and I encourage all to review and continue learning.

Summary On behalf of the NSW/ACT IHEA I wish to acknowledge the new committee and look forward to working with them to move forward for the IHEA NSW/ACT Branch with the various initiatives the COM have taken on board to build the branch.

Members or prospective members should contact me with any suggestions about PD events, membership or Branch activities.

Various communications have been circulated to members about recent development opportunities through other relevant, non-IHEA activities that might support the great work done by our members in SA. National Conference The Branch committee has continued its planning activities for the upcoming National Conference in October 2016.

We are confident of developing a challenging, rewarding and enjoyable conference that will be attractive to members, sponsors, exhibitors and other healthcare and FM providers alike. The call for abstracts and sponsorship is currently open and we encourage all members to consider submitting a paper to present to your peers, and be in the running for the prestigious Best Paper Award.

Recent conference planning activities have focussed on: • Finalising sponsorship and exhibitor prospectuses.

• Finalising the call for abstracts.

• Drafting a conference program structure based on streams and with initiatives to improve delegate/exhibitor interaction.

• Consideration of venues for social visits and technical tours.

• Identifying accommodation options for conference delegates.

In Closing On a final, sad note, late in 2015, a number of members of the SA Branch attended the funeral of Ali Ford, wife of esteemed IHEA member and office-holder, Chris Ford, who had earlier passed away in 2013. The SA Branch made a donation to the Leukaemia Foundation to honour the memories of Chris and Ali, both great supporters of IHEA. I look forward to catching up with SA members, new and old, at future PD and networking events and, of course, at the National Conference in October.

A further PD event, Developments in Hydraulic Systems, is planned for June and more details will be distributed in the next month or two. Initial proposals for later events have also been discussed, although membership input on preferred topics will be sought in coming months before finalising these events.

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

VALE

Vale Guy Joseph Rodrigues Guy Joseph Rodrigues who passed away on 14th December, 2015, was born on 6th October 1935, in Mavlikara, in the state of Kerala, India.

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t age 19 he commenced studies to gain his marine engineering qualifications. In 1960 aged 25 he joined the merchant navy, sailing on Russian, and the British India Steamship lines.

In 1970 Guy migrated to Australia, commencing work at the Southern Cross Hotel as a maintenance engineer.

Following that he worked at St Nicholas Hospital in Carlton as hospital engineer.

1972 saw Guy joining the IHEA Victorian branch where he became a very active as a member of the committee. He next became chief engineer at Royal Park Hospital after Harvey Roberts retired.

In 1982 Guy became further involved with the I.H.E.A. when he was selected for the Australian Federal Council, eventually taking on the role of Federal Treasurer. He was recognised for his skill with balancing the books to the auditors’ satisfaction. His accounting was all painstakingly done manually, and often into the wee hours of the night with the assistance of a shot of Scotch.

Guy’s greatest involvement as treasurer was as part of the committee responsible for the preparation of the highly successful, year 2000, International Federation of Hospital Engineering Congress held in Sydney.

For his services to the I.H.E.A., Guy was made an Honorary Fellow in 2007.

Another facet of Guy’s life was his tendency to be an entertainer and comedian in social situations. He invariably started his many yarns with, “Now this is a true story......”

Who could forget his after dinner performance at a country meeting held in Beechworth back in the 90s. Complete with a black bowler

hat, Guy had everyone rolling with laughter. Guy’s fun-loving nature will be fondly remembered by family, friends and colleagues.

Rest in Peace Guy Joseph Rodrigues.

You leave us with so many endearing memories.

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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VALE

Vale Klaus Ernst Schrader 21 SEPTEMBER 1941 ~ 10 FEBRUARY 2016

K

laus Schrader was a valued member of the Institute of Hospital Engineering Australia, the Health Care Industry and a friend to many. Klaus was well renowned for his willingness for a good debate, his happy mannerisms, family first philosophy and knowledge of health care engineering. His passing brought sadness to many and gave time to reflect upon a good man. The words below, kindly provided by Erica Schrader and the family, are snippets from the eulogy. The words blend with my personal memories of Klaus. A group photo I have on my office wall shows all the IHEA attendees of the 2007 Young Conference including Klaus in a good old Aussie cowboy hat.

Extracts from the eulogy delivered

by Klaus’ daughter Karin: When Klaus (dad) arrived in Sydney he found himself on his own and in a new country. It did not faze him, instead he looked forward to the future and making Australia his home.

Leaving the ship he bought himself a copy of the Sydney morning Herald and made his way to the Villawood Immigration Centre where he stayed four short days. Having spent years in the merchant navy (as an electrician) dad had a good uptake of English and within a week found a position with Vass Electric. Dad manufactured electrical gadgets and installed them in businesses and companies around Sydney.

“On the 14th May 1983 Klaus (dad) officially became an Australian citizen and no prouder Aussie could you find.

This led to dad applying for a position at Royal Prince Alfred Hospital where he started off as the supervisor of electrical services in 1984.

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

There was no prouder or happier family than the Schrader’s when dad one of the oldest students came first place in his course of Refrigeration Mechanic and received an award and trophy for his efforts A few years later upheavals occurred in the Health System. Hospital procedures and policies were redone which led to hospitals being amalgamated together under the title Central Sydney Health Services. Klaus’s hard work paid off and he was given the position of Area Energy Manager. This moved him into managing positions as well as projects and utilities.

Eighteen months later the health system again decided to restructure and amalgamate even more hospitals doubling dad’s responsibilities.

Not only did dad work at RPA he was also an integral member of the Institute of Hospital Engineers where he held the position of (NSW Branch) secretary for a number of years. After 22 years of working in the hospital system dad finally retired on 14th July 2006 or as he always reminded us – Bastille Day. From the order of service: “Our much loved Klaus always so loving, thoughtful and kind, what beautiful memories you leave behind.

Close to our hearts you will always stay, loved and remembered every day. Klaus may have left this world behind, but he will never leave our hearts and minds.”

TECHNICAL PAPERS

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

MEMBER NEWS

Australia Day Honours for IHEA Past President – Darren Green “Recognised for being a cog in a much larger machine”

The NSW historic country town of Young, known as the cherry capital of Australia, held its annual Australia Day Awards ceremony at beautiful Carrington Park.

T

he IHEA Past President, and active member of the Institute, Darren Green was cited for an award at the Australia Day Ceremony.

Young Shire Council Mayor, Brian Ingram’s choice for this year’s Mayoral Award, was awarded to Darren for his public involvement in the planning, coordination and execution of many fundraisers, public infrastructure projects and efforts to help those less fortunate.

Darren was described as an outstanding member of the Young community who has earned the respect of family, friends and associates throughout the area.

Young Mayor, Brian Ingram said of Darren:“Darren does what he does behind the scenes; he doesn’t seek to be on the podium. His can-do attitude, personal demeanour and cheerful grin has enthused, encouraged and enriched all who have had the pleasure of his company and his involvement. It’s about recognising we live in an inclusive community, and that sometimes people need to be recognised for being a cog in a much larger machine. For without small cogs, even a large machine cannot function. Australia is indeed the lucky country, but not for the reasons many may perceive as fortuitous. It is lucky because it is full of Australians, Australians like Darren Green”.

Image courtesy of the Young Witness

In his acceptance speech Darren said: “Giving to the community was something we do consciously all of the time. I look among the crowd and see many other people who should be standing up here, but unfortunately not everyone can get an award, but this community is a fantastic place to live.

I like to do things in the background, but once in a while it’s nice to stand up here, I didn’t realise I was such a good bloke until Brian (Mayor of Young Shire Council) read out all those nice things, so thank you very much”.

The Board and Members of IHEA congratulation Darren on being recognised as recipient of the Young Shire Mayor’s Award for 2016.

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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MEMBER NEWS

Honorary Appointments February 2016

HONORARY FELLOW Kim Bruton:im started his career in health in 1974 whilst at the Shoalhaven Area Health Service and he first joined the NSW branch of the Institute of Hospital Engineering Australia in 1984 where he was a member for 5 years. He left health to pursue other interests before returning to the Chief Engineer role at Fairfield Infectious Diseases Hospital, Melbourne, where he became an IHEA member for a year in 1995. Between 1996 and 2003 he was a corporate member whilst working with Mercury Computer Systems as a BEIMS consultant.

K

His experience covers 2 hospitals and 4 Health Services as the Chief Engineer along with his BEIMS consulting across Australia and NZ. Over the past 10 years he has continued assisting the Department of Health and Community Services of Victoria on several review panels, committees and programs.

Currently he is assisting with the implementation of the DHHS Asset Management Program and the Australasian Health Facility Guidelines (AUSHFG) Isolation Room review which includes HB 260 “Health Acquired Infections – Engineering Down the Risk.”

After taking up the position of Chief Engineer at Wodonga Regional Health NE Victoria Kim re-joined IHEA in 2003. Since then he has served on the State Committee of Management for many years in many capacities including Secretary, Vice President and President. He has also served on the IHEA National Board and was the Editor of the Journal for a period of 5 years. Kim has been a successful Hospital Engineer at his various facilities and has been willing to mentor new comers to the field. Kim intends to retire from active health facility management in the middle of 2016 and opted to also retire from the IHEA whilst enjoying retirement activities elsewhere including the obligatory road trip around Oz in retirement.

The National Board of the IHEA is pleased to recognise Kim’s commitment and effort on behalf of state and national members by awarding him Honorary Fellowship of the Institute of Hospital Engineering Australia. Thank you Kim, enjoy your retirement years and we look forward to having you around at IHEA events when you are able to.

HONORARY FELLOW Kevin Moon:Kevin has been a long standing member of the IHEA and has achieved the grading of Fellow. Kevin Joined the Institute

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

in October 1987 and has served on the IHEA National Board (then Council) and on the State Committee of Management in the Vic/Tas branch.

He has been involved in a number of research programs relating to Hospital acquired infections in relation to the built environment and is widely considered a foremost authority on this topic. His involvement increased in the late nineties when he joined the Vic/Tas branch Committee of Management. A couple of years later he was appointed State Treasurer. Soon after taking up that position he set about reforming the financial management locally, substantially reducing expenditure whilst improving compliance and accountability.

In 2001 he joined the then National Council and worked in a variety of roles until he was appointed National Treasurer in 2003. During his term as National Treasurer he oversaw a major re-organisation of the institute’s finances and corporate governance. Along the way he turned around a $50,000pa deficit into a $20,000pa profit. Major improvements included introducing a full range of ATO and ASIC accountability measures, full financial and management documentation and training at both national and state level. He was also involved in the move toward incorporation of the IHEA as a national governing body. Kevin recommended the appointment of a permanent part time accountant who managed the financial affairs and provided advice whilst overseeing accountability and compliance. All these changes resulted in a major shift in culture to one that is more fiscally responsible with improved reporting and visibility Kevin was appointed a “Fellow” of the Institute in September 2007.

Kevin then went on to manage the communications portfolio both on the Board and continued in this role after his Board term expired. He conducted major reviews of the journal and web site with significant improvements to both. A major project he was undertaking, in conjunction with then Journal Editor, Kim Bruton, was working towards the Journal being a peer reviewed publication.

Kevin rebuilt the previous website from the original platform to a new database based platform by engaging a consultant to produce a specification, then went to tender. Kevin has represented the IHEA on numerous occasions by presenting at conferences and events around the country.

Kevin retired from his consultancy work in mid 2015 and whilst no longer in an active role in the Institute, the National Board has recommended and approved Kevin be appointed

MEMBER NEWS an Honorary Fellow of the Institute of Hospital Engineering Australia. On behalf of all members, the Board expresses its appreciation to Kevin for his commitment to the IHEA over many years, and thanks him for his effort to reform and improve the IHEA in so many areas. We express our best wishes to both Kevin and Heidi Moon, for their future and thank you both for all you have done for the IHEA community.

HONORARY MEMBER Lynden Smith:-

Lynden commenced with the IHEA in 1998 at the request of Brian Cork (Victoria). Brian was the assistant National Treasurer helping Guy Rodrigues (Victoria) as the National Treasurer. Guy used to keep the accounting system in handwritten cash books. When Guy retired Brian became the National Treasurer. Brian was instrumental in bringing the accounting of all the state branches into one computerised accounting system (which Lynden had set up for him & managed) as this was at the time GST was introduced and the IHEA needed to complete quarterly BAS Returns for the whole organisation. Prior to this, each of the States ran almost independent financial systems (for historic reasons) but legally the National Board was responsible for the finances. It was at this time Lynden began providing quarterly financial reports for the National Board.

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Lynden is a CPA Accountant who has practiced commercial management accounting, local government administration & accounting, and computer accounting in regional Victoria since 1979. After 7 years in Local Government in various roles, at the age of 28, he became Ararat’s youngest Town Clerk and Treasurer and one of the youngest ever in Victoria. In March 1997 Lynden left local government to establish his own management and computer accounting practice Lynden produced a Treasurer’s Handbook and conducted Treasurer Training. As a result of the training, Lynden produced a CD of resources that was able to be given to each new National and State Treasurers that took over the role.

In 2001 Lynden was awarded a Paul Harris Fellow by the Grovedale Rotary Club in recognition of his contribution to the community, both in Geelong and Ararat. He is an active community member and is chairman, board member and committee member of a suite of community committees. Lynden maintained strong working relationships with the National and State Treasurers and also had a good working relationship with the IHEA’s auditor.

The National Board has recommended and approved that Lynden be appointed as an Honorary Member of the Institute of Hospital Engineering Australia. The IHEA Board recognises and expresses it appreciation to Lynden for the work he has performed during his time with the IHEA.

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TECHNICAL PAPERS

Gold Coast Private Hospital BEVYN CARR I ENGINEERING FACILITY MANAGER, GOLD COAST PRIVATE HOSPITAL

Healthscope has wrapped up construction on the new $230 million Gold Coast Private Hospital, paving the way for $25 million of new equipment to be installed ahead of its March opening.

S

tate-of-the-art medical equipment and furniture from around the world is being shipped to the Gold Coast for the new facility, which is co-located with the Gold Coast University Hospital in the Gold Coast Health and Knowledge Precinct.

delivered on time and on budget,” Goodson said.

The new hospital will replace Allamanda Private, also operated by Healthscope, when it opens on March 12 and initially feature 284 beds and 13 theatres – all with new equipment – with capacity to expand to 400 beds and 21 theatres, in-line with patient demand.

Gold Coast Private general manager David Harper said although exterior construction was completed, work on the internal fittings was underway to ensure the facility was finished to the highest possible standard in time for opening.

The construction completion marks the end of a two-year building program by Watpac and project managers RCP, with Gold Coast Private to become the first new private hospital to open on the Gold Coast in more than two decades.

RCP associate James Goodson said the project had been a huge success.

“Although it was a complex building project with a very short timeframe, the whole project team worked together to ensure that a high quality facility was

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“We are very proud that all programme milestones were successfully achieved throughout the design and construction phases of the project.”

“With construction now finalised, our focus has turned to completing the final fit-out, which is a major task in itself, with thousands of medical devices, furniture and other equipment being shipped in specifically for the new facility,” he said.

“All medical equipment will be either brand new, or less than 12 months old, as a number of high-tech pieces arrived early and have been used in surgeries at Allamanda Private ahead of the new hospital opening.

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

“These include a $3 million next generation robotic system, which has been optimising a number of procedures in gynaecology, urology, thoracic, cardiac and general surgery with much success – and is the only one of its kind available on the Gold Coast.”

Mr Harper said the fit-out program would also include an on-site cafe, pharmacy and specialist suites, which would ensure patients could access their specialists in the one location.

Watpac Limited managing director Martin Monro said he was delighted to have delivered the Gold Coast Private Hospital for a valued client.

“The successful on time delivery of this project acknowledges the highly sought after skills within our business and is an example of Watpac’s expertise in the specialised field of health infrastructure,” he said.

“We pride ourselves on delivering world class health facilities across the nation and our ongoing relationship with Healthscope for projects underway

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

TECHNICAL PAPERS THE PROJECT General Description a) T he Gold Coast Private Hospital is a new private healthcare facility with seven floors of clinical and support accommodation.

The new hospital will: I. I ncorporate General Wards, Operating Theatres, a Central Sterilising Services Department, Consulting Suites, Maternity, an Intensive Care Unit, Medical Imaging, Oncology, Rehabilitation Ward and an Emergency Department.

II. Accommodate a central kitchen, workshop/engineering facilities and a four storey open deck car park. in Victoria and planned for New South Wales, will certainly ensure communities have access to state-of-theart health infrastructure.”

The Gold Coast Private Hospital was designed by architects DWP Suters and structural engineers Bornhorst and Ward.

Mr Harper said, once open, Gold Coast Private would employ more than 850 staff, providing a jobs boost of more than 80 compared with current staffing numbers at Allamanda Private.

“Gold Coast Private will offer expanded services and beds compared with our current offering at Allamanda from the get-go to meet the high demand from patients for high quality private healthcare,” he said.

“One of the most notable additions to the new hospital is a maternity unit and special care nursery, catering to increased demand for private maternity services as the Gold Coast’s population continues its rapid growth.

“We will also be offering expanded paediatric, oncology, rehabilitation, intensive care, cardiac, renal, and 24 hour emergency care services, among all the services already offered at Allamanda.”

Mr Harper said a staff training and orientation program was being rolled

out in the lead up to the hospital’s opening.

“This program is already underway and will ensure all employees, from doctors and nurses to administration staff, are familiar with the new facility so they can hit the ground running on opening,” he said.

Gold Coast Private will feature 11 integrated operating theatres, 12 ICU beds, a hybrid theatre and cardiac catheterisation laboratory.

The new maternity ward will include 25 antenatal and postnatal beds, five birthing suites fitted with K2 foetal monitoring systems and nine special care cots. All the rooms will be private with ensuites, recliners and either a double bed or sofa bed for partners to stay overnight.

Healthscope has predicted the hospital will experience in excess of 28,000 admissions in its first year and perform more than 15,000 operations.

Gold Coast Private’s position alongside Gold Coast University Hospital and Griffith University will further diversify the Gold Coast Health and Knowledge Precinct, ensuring it delivers world-class medical and education services to the Gold Coast and wider south east Queensland community.

Contract The GCPH was delivered via a bespoke Design and Construct Contract which was written specifically for the project. This form of Contract allowed Healthscope to develop the design and specification for the facility beyond that of a standard D&C Contract, whilst still satisfying the funding requirements of the project.

During the Construction Documentation phase, which was managed by the Contractor, the existing consultant design team was novated to Watpac for management; however Healthscope maintained responsibility for the Independent Commissioning Agent who oversaw the remainder of the services design to ensure that the buildings services specifications and functional briefs were achieved.

Location The building will form part of the Gold Coast Public Hospital precinct. The site is currently being developed with the main Public Hospital, Mental Health, Pathology and a Central Energy Centre forming the other main buildings on the precinct.

Future Proofing a) T he design incorporates the ability for the building to be extended in the future, with Provision for an additional 11 Operating Theatres, 132 ward beds and additional Consulting Suites.

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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TECHNICAL PAPERS b) A lthough the building will be served from the site services reticulating through the precinct, space has been identified for stand-alone plant such as chillers and cooling towers should the client decide to decentralise in the future.

documentation and Australian Standard AS2896-2011.

ENGINEERING SERVICES OVERVIEW

• Medical Air

Shared Services Shared services include Chilled water, Fire ring main and storage, Domestic water, Irrigation, Oxygen, High Voltage Electricity (11kVA) and associated generator backed up supply, storm water management, car parking and BMS system interconnectivity. A fire panel network connection is also in place between the two fire systems.

Shared infrastructure is provided to the Private Hospital from the existing Public Hospital. Chilled water, natural gas, oxygen, power, communications and fire/potable water are all interfaced to the new facility from the existing site infrastructure. The arrangement is similar to a district energy distribution system supplied from a central energy plant building. This allows for increased redundancy, capital infrastructure spend economy and operational efficiency.

Medical gases The Medical Gases Scope of Works comprise of the Supply, Installation, Commissioning, Testing and Maintenance of the Medical Gases System in accordance with the Project Specification and Design

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Medical Gas Systems installed in the Gold Coast Private Hospital are as follows: • Medical Oxygen • Medical Suction • Medical Nitrous Oxide • Surgical Tool Air • Carbon Dioxide Each Medical Gas System is supplied from a bulk store or plant within the Gold Coast Private Hospital which is capable of maintaining supplies to the Hospital. Each system has an adequate reserve or back up supply which is capable of maintaining supply to the Hospital in the event of breakdown or shutdown for service and maintenance.

Mechanical Services The project includes the design, supply, delivery, installation, commissioning, tuning, testing, placing into service, maintenance, warranty and defects liability of materials, labour and plant of the mechanical services systems: Chilled water, 4 pipe air handling units and fan coil units, process and clean steam, humidification to critical areas, tertiary chilled water pumping and heat exchangers to fourth order CHW loops, specialist water treatment, dedicated Fan coils and metering to tenant areas, constant volume air handling plant serving critical clinical and procedural areas, variable air volume system in

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

comfort patient areas, local controls in patient areas, energy efficiency initiatives. Building management and electrical distribution for mechanical plant.

General ventilation of service areas and amenities including kitchens.

Reverse osmosis, CSSD and water softening. Ongoing commissioning for energy efficiency during the defect liability period.

Fire Services The fire protection system is a combined deem to satisfy and fire engineered approach.

The system is fed from combined Hydrant/sprinkler booster pumps (one diesel (primary), one diesel (secondary) which draws water from a water storage tank located adjacent to the GCUH Central energy plant.

The Sprinkler system uses fabricated takeoff points located on each floor as its water supply. This water supply to the sprinkler system is monitored via the use of a flow switch and monitored isolation valve and utilising individual zone checks which are located in Fire stair 1 and Fire stair 8 from LG3 – ROOF (8 FLOORS).

The F.I.P. (Fire indicator panel) is a microprocessor controlled ‘Addressable’ alarm system. The alarm initiating devices connect to the system wiring data loop to give indication of alarm conditions.

The wiring loop carries data signals between the fire panel and the various devices (each device having a unique address). The panel is programmed with a pre-written message ‘burnt’ into the panels memory for each circuit on the panel and will indicate on its liquid crystal display (L.C.D.) the preprogrammed message for the respective device or input. The devices ‘listen’ to the fire panel and respond with a ‘normal’ or ‘alarm’ status when its address setting matches the encoded signal. The fire panel evaluates the response from the device by comparing it with its pre-programmed data prior to

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TECHNICAL PAPERS any actions taking place. No response registers a fault on the display.

Osmosis Water and symphonic Stormwater systems.

bore pipe 20mm and down are installed in Pex piping.

Electrical Services The electrical services at the GCPH consist of the following:

Backflow prevention devices have been fitted to the:-

• CCTV and Access Control

• Disabled Showers

The Stormwater drainage generally gravitates to the in ground stormwater lines as per AS3500. The Stormwater through the building picks up mainly carpark levels and also Renal roof.

• Nurse call and MATV • Rapid access roller doors • General lighting and emergency lighting • NCS Scada and UPD systems • Electrical distribution and metering.

• Lightning protection Hydraulic Services The hydraulic services installed for the Gold Coast Private Hospital (GCPH) include Civil hydraulics Building In Ground Sewer/Stormwater/Tradewaste Drainage, In Ground Water, Fire and Irrigation. Stormwater, Sanitary Plumbing, Trade Waste, Potable Hot and Cold water supply, Irrigation, Fire Hydrant System, Soft and Reverse

• Site incoming water • Dirty Utility Rooms • Mechanical Plant Rooms • Soft/RO Plantroom • Cleaners Rooms • Hosecocks The cold water supply is reticulated from the loading bay through a meter, backflow protection and a filtration plant which feeds the building by two 150mm mains rising up a hydraulic riser centrally within the building. Each floor is feed from these 150mm risers and is pressure reduced at each draw off location before any plant or fixtures.

All mains through out each floor are installed in copper tube and all small

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

The majority of the roof drainage system is a syphonic system which collects water from box gutters and roof deck inlets delivering this water to a harvesting tank on LG3. Also there is syphonic drainage picking up level 2 courtyard’s which goes direct to the stormwater drainage in ground system. All of the symphonic pipework is installed in PE with butt and electrofusion welds.

The trade waste system is constructed in HDPE pipe material with butt welds and electrofusion coupling welded joints as per AS 3500 and GCCC guidelines.

The trade waste generally services all the kitchen areas throughout the building.

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FansSelect, Pacific HVAC’s latest fan selection software was used extensively to determine the quietest, most efficient fan and attenuator combinations, both of which were key requirements for the project. Pacific HVAC also provided Eurovent certified Euroclima and Novair Air Handling Units throughout the project to ensure specified performance levels were achieved in all instances. The Novair Air Handing Units were used to provide base building comfort cooling and were also selected for the stringent requirements of the operating theatres.

The Euroclima units were supplied for the MRI fitout where acoustic performance was one of the paramount design requirements. Pacific HVAC Engineering was able to provide consulting engineers, Hawkins Jenkins Ross and the mechanical contractor, HVAC QLD, with a solution that met all the clients’ requirements and expectations. High performance Fan Coil Units by Euroclima featuring a double skinned low profile design and four pipe configuration were used extensively throughout the project ensuring long term occupant comfort.

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Graham Myron from HVAC QLD states “Pacific HVAC Engineering were convenient to deal with ensuring this project ran smoothly. The product supplied performed to the specified data provided. Their service and after sales support throughout the project has been excellent. Both HVAC QLD and the client are extremely happy with the final result”.

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TECHNICAL PAPERS

Fan system replacements in HVAC equipment in hospitals to improve energy efficiency THOMAS HEINE, DIPL.-ING. (BA), BSC (HONS) I MARKET MANAGER EC UPGRADES, EBM-PAPST A&NZ

ABSTRACT

WHY FANS?

ir conditioning and ventilation systems (HVAC) account for 47% of the energy consumed in Australian Hospitals [1] and fans are the major contributor to this. Therefore the specification of high efficiency fans and fan upgrade projects provides a huge opportunity to significantly reduce energy consumption.

HVAC equipment in Australian hospitals accounts for 47% of the total electrical energy usage and therefore is the single most energy hungry component [1].

A

This paper discusses the retrofit of high efficiency fans in existing HVAC equipment to drastically reduce energy consumption. It further outlines additional benefits gained by upgrading fans, like the ability to easily speed control. The effectiveness and benefits resulting from high efficiency air movement systems are highlighted and summarised using examples from the field.

The paper concludes with a best practice method to select and specify high efficiency fans for HVAC applications.

INTRODUCTION What can be done to existing HVAC equipment to improve efficiency and performance?

Most energy efficiency upgrades in HVAC systems involve updates to control strategies or the installation of variable speed drives (VSD) to existing motors. While these measures reduce energy consumption, the actual fan, the most energyhungry part of the system, is not replaced. Hence these upgrades miss out on a huge savings opportunity.

This paper addresses the replacement of fans in HVAC equipment, the reasons to do it, how it can be done, and what the benefits are; examples are given. A brief introduction to the definition of fans and fan efficiencies in the context to the fan standard (ISO 12759) and the recommendations of the Fan Manufacturers Association of Australia and New Zealand (FMAANZ) are given [3].

This paragraph seeks to assist building owners, facility manages, consultants and contractors with the specification of efficient fans throughout their buildings.

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

The savings potential in HVAC equipment is huge and therefore it makes sense to focus on it first. So why has this not been addressed earlier? Unfortunately HVAC is not as obvious a target as for example lighting. Fans and compressors in HVAC equipment are hidden energy guzzlers and are not addressed because they are not as visible or as obvious to the user.

EXISTING FAN ASSEMBLIES IN HVAC The problems with existing fans are the cost of running and maintaining them, the questionable or unknown performance, the low efficiency of components used to build them, as well as their reliability. Each of these issues is addressed in the following.

Belt driven systems which are typical in HVAC applications require ongoing maintenance and frequent replacement of belts, pulleys, and bearings. Failure to do so ultimately leads to increased inefficiencies and motor and bearing failures which increase cost even further. Indirect maintenance costs also increase due to belt dust and associated costs which will require more frequent filter replacements and cleaning.

Especially in larger systems this mix and match assembly of various components is typically never tested in an air test chamber and as a result the actual system performance is estimated. Inefficiencies and performance inaccuracies in these systems are caused by the drive losses and the mismatch of components or simply by inefficient components like forward curved impellers or old and inefficient motors.

Having a single large fan installation in an AHU instead of multiple fans provides a single point of failure which poses a high risk, especially in critical systems like medical applications or data centres. These systems are also time consuming and expensive to fix. For example a bearing issue

TECHNICAL PAPERS or a failed motor will cause your air conditioning unit to fail and repair can take several days in a large application.

EC FAN RETROFITS All of the above mentioned problems can be avoided and efficiency can be improved by replacing the existing fan systems with high efficiency direct-drive EC fans.

Various fan manufacturers and some HVAC equipment manufacturers offer a range of EC direct drive replacement fans to replace existing fan system without mechanical alterations to their equipment. One of the simplest examples is an axial fan on an air cooled condenser. The low efficiency fan can simply be removed and replaced with a high efficiency EC fan. Reductions in energy use of approximately 30% are common for these products [2].

The upgrade examples of conventional belt driven fans in computer room air conditioning units (CRAC units) to direct drive EC fans have on average achieved savings of 51% in current draw across several hundred installations in Australia.

Figure 2: EC plug fans in cube mount and spider mount design

The first task for larger AHU retrofits is the removal of the existing fan assembly. This can be a challenge due to the large size and weight of some of these fans. The side or top of the AHU is either removed to get access, or the existing fan is disassembled inside the AHU. EC plug fans require separation between suction and pressure side. If a plenum does not exist, a separation wall is inserted into the AHU after the original fan was removed. The wall is usually built in the previous fan chamber to separate the suction from the pressure side and one or several EC direct drive fans are then fitted into the wall. Previous retrofits have achieved energy savings of around 70% (www.ecupgrades.com.au/building-solutions.html, viewed 01 November 2015).

Figure 1: CRAC unit retrofit in a data centre in Victoria

Larger air conditioning units will require EC fan assemblies that might not look like the original fan assemblies. The achieved savings are nevertheless similarly impressive. This approach aims to match the existing fanâ&#x20AC;&#x2122;s performance, with both fans being mechanically interchangeable. Performance of the replacement products is tested and therefore savings and cost for the retrofit can be estimated very accurately before the replacement takes place. This method should be the principal way to replace fans in old HVAC equipment.

Bigger single fan installations as usually found in large AHUs however require a different approach. Even though the work involved in these upgrades seems unreasonably high it is worth looking at these applications in particular because the savings potential in monetary terms is substantial as these units traditionally consume a lot more energy. EC plug fans are the solution for these bigger air-handling requirements.

They are backward curved centrifugal impellers mounted on a direct drive EC motor. The electronics and motor form one unit in order to save space, optimise performance and enable easy installation. EC plug fans are available in different configurations and the most common versions are either wall mounted or foot mounted models.

Figure 3: AHU retrofit

Using multiple EC fans to replace one existing fan assembly has several benefits. Smaller fans are easier to handle and can usually be carried and installed by two people without special lifting equipment. In most installations access is restricted and lightweight and small products significantly reduce install cost and time. Using 3, 4 or even more fans in one AHU significantly increases the reliability, as a single fan failure will not cause the HVAC equipment to fail.

Additionally these smaller fans can be easily replaced, with a typical replacement taking between 30 to 45 Minutes. It is relatively easy to accommodate room for further upgrades to the building by allowing space to add additional fans at a later stage, for example if demand for the required airflow increases. This approach also allows for the use of only one fan model across several AHUs in a building, hence reducing

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TECHNICAL PAPERS the number of spare part variations. This can further increase the reliability and reduce down-time of HVAC equipment.

This approach is scalable to any size of AHU. Figure 4 shows how the addition of one or two more EC fans is possible at a later stage should the need arise.

Figure 4: EC plug fan wall with additional space above and below

via a digital display. It is therefore possible to not only monitor speed but actually measure, monitor and control air volume.

Speed control and therefore air volume control should be implemented wherever possible for the following reasons: • Power savings by reducing air flows to minimum requirements • Noise reduction, again by reducing air flows • Increase life time of the equipment due to the reduced demand • Increase comfort level due to lower noise and air velocities • Easy maintenance of desired conditions in air conditioned space due to more accurate control

BENEFITS EC fan retrofits have additional benefits besides reducing power consumption.

1) EC fans have built in speed controllability, which enables very easy and inaudible speed control (cf. Fig. 5). Most EC fans will accept standard signals from existing building management systems (BMS).

Even a basic potentiometer can be used to modify air flows.

But where are the savings coming from when speed controlling EC fans? A reduction in speed and therefore air flow of only 5% results in savings of 14%. A reduction by 50% reduces input power by 87% (cf. Figure 6)!

This is possible because EC fans closely follow fan laws and maintain their high efficiency over a wider performance range than other fan motor technologies. It is important to remember that these savings through speed control are in addition to the reductions achieved by simply switching to EC technology. As shown above, savings of 40% to 70% in input power can be achieved before speed control.

Figure 6: Power savings using EC technology

Figure 5: Benefits of speed control: noise reduction

2) B ackward curved fans allow for easy measurement of air volume via a differential pressure sensor.

This is convenient considering fan applications do not ask for fan speed but air volume. This information can be made accessible to the BMS or

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3) E C fans typically have a soft start function built in, significantly reducing in-rush current when the fans are switched on and ramping up in a defined time period.

4) Most larger EC fans offer a high level interface for easy integration into the existing or future BMS system. This allows to access fan

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

status, operation parameters and even switching fans on and off.

5) Gone are the days of changing bearings and belts, greasing, and adjusting pulleys. Most EC fans have maintenance-free bearings and do not require servicing.

FAN SELECTION FOR NEW EQUIPMENT OR RETROFIT HOW COMMON IS EC TECHNOLOGY? EC fans are not new. Electronically commutated motors were developed in the early seventies and have found their way into the majority of fan applications globally. First introduced into computer room air conditioning units (CRAC) in 2005, EC technology can now be found in international and Australian manufactured commercial air conditioning and air handling units, very often as standard technology.

Many industry-leading commercial air conditioning companies have been offering EC-based systems for many years. Even domestic ducted air conditioning and gas heaters are now available with high efficiency direct drive EC fans with backward curved impellers.

WHAT IS AN EFFICIENT FAN? The Australian standard for fan efficiency, ISO 12759:2010, defines what a fan is and how efficiencies are measured. The standard paves the way for further legislation and best practice as it ensures that any information provided by a manufacturer that refers to the standard is comparable.

One method that resulted from the standard is the voluntary performance code of practice which was introduced by the Fan Manufacturers Association of Australia and New Zealand (FMAANZ) in 2013. High efficiency fan systems are “HEPS compliant” and efficiency levels are equal to European ErP 2015 regulations. The code is a tool to enable specifying engineers and consultants the identification of efficient fan systems without going into details about type of fan, size, technology and application.

TECHNICAL PAPERS Most recently the carbon credits methodology determination as part of the Emissions Reduction Fund (ERF) introduced minimum efficiency levels which are 5% above the ErP 2015 levels [2].

Now it is possible to ensure the use of high efficiency fans in HVAC applications by simply specifying that “fans have to be compliant with HEPS (equal to ErP 2015)” or “fans have to be compliant with minimum efficiency requirements under the ERF”.

RECOMMENDATIONS Fans are a major contributor to energy consumption in buildings. Replacing existing low efficiency fan systems with new high efficiency EC direct drive products can reduce the fan power consumption by up to 70% without the need to reduce performance.

Furthermore it was shown that EC fans are more versatile, increase reliability and reduce maintenance and service cost.

Different design options for retrofits were given which are possible due to the modular design of EC fan systems.

WHAT FINANCING OPTIONS OR REBATES ARE AVAILABLE? Some states and councils in Australia offer incentives to improve energy efficiency of fans, for example energy savings certificates (ESCs) in NSW or Energy Upgrade Agreements (EUAs) in Victoria. This can result in energyefficiency upgrades as cash-flow positive investments. Abatements for fan retrofits are also available nationally under the ERF as mentioned above.

To ensure that high efficiency fans are used in new HVAC equipment, the specification according to FMA-ANZ high efficiency performance standards and its relation to European ErP guidelines was outlined.

REFERENCES (1) Department of Climate Change and Energy Efficiency, ‘Council of Australian Governments (COAG) National strategy on energy

efficiency, baseline energy consumption and greenhouse gas emissions in commercial buildings in Australia’, Part1, Nov 2012, p 20.

(2) Federal Register of Legislative Instruments F2015L01712, ‘Carbon Credits (Carbon Farming Initiative—Refrigeration and Ventilation Fans) Methodology Determination 2015’, 27/10/2015.

(3) Simon Bradwell, ‘AS/NZS ISO 12759:2013 – Implications and effects on fans and fan efficiencies in existing buildings’, Fan Manufacturers Association of Australia and New Zealand, 2013, www.fmaanz.com.au.

ABOUT THE AUTHOR Thomas Heine, Dipl.-Ing. (BA), BSc (Hons), represents ebm-papst A&NZ as the sales and market manager for EC Upgrades, the retrofit arm of the global provider of airmovement solutions. His 11 years of fan industry experience spans Germany, China and Australia. Thomas has a particular interest in upgrading existing building equipment with energy and cost saving technologies to benefit end users, building owners, facility managers and the environment.

Get rid of unnecessary equipment Upgrade your air-conditioning fans to EC direct drive fans from ebm-papst

Everything you need is already included in our RadiFit fans: – EC system solution, no need for external components – Plug & play: complete and ready to connect – Highest reliability and energy efficiency – Savings of up to 70% compared to standard belt-driven fans More information for your application on ECupgrades.com.au

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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AUSTRALIA-NEW ZEALAND EXCHANGE GREG TRUSCOTT WAS THE IHEA ANZEX DELEGATE IN 2015

Greg’s role is Manager, Infrastructure & New Works, Royal Perth Hospital, Bentley & Armadale Health Services, WA. Greg presents this report on his experiences during his time with NZIHE.

M

y wife Debra and I arrived in New Zealand on the 31st October 2015, the day before the Rugby World Cup final between Australia and New Zealand. We were being hosted for two days at the home of NZIHE Executive team member, Zane Lee and his family.

Although followers of AFL we agreed to push through our jet lag and rise the next morning at 4:30am for the live, televised, kick off.

We enjoyed great hospitality from the Lee’s and their friends gathered in a neighbour’s house and loved being part of the passion and their joy at New Zealand winning the World Cup. Even before winning the Cup, they were such lovely people we decided we would not mention the cricket.

Zane Lee who was the 2015 ANZEX Delegate from New Zealand, runs a business from Whangarei which focusses on installing and repairing CCSD, dental and diagnostic equipment for the “Northland” region of the North Island. Whangarei is a pretty city which has a 26m high waterfall in the heart of town.

Thank you, Zane, Jules, Josh and Morgan for your warm welcome.

So began my tour, which would have me visit 11 hospital sites, attend the

Figure 1: Whakatane Hospital, clever use of shipping containers

NZIHE Board meeting, present my paper on Hospital Wayfinding at the NZIHE National conference in Hamilton and enjoy all the other presentations delivered at that 2 day conference.

Debra, who is an Occupational Therapist, also got much out of the tour.

As you can imagine, all that left me brimming with new information on Health facilities. Mostly the facilities are very similar to those in my home city of Perth, WA. This is valuable, because it gives you confidence that you are on track with what you are doing. There are differences, due to geographic factors, like coal fuelled Boilers (all gas in WA – but given the equation in Christchurch is, coal 3 cents/kW; diesel 18 cents/kW and LPG 21 cents/kW,

it’s understandable); significant public spaces and even older Wards not airconditioned (summers way too hot in WA); widespread use of timber studs for internal walls (all light steel in WA) and of course buildings constructed to survive earthquakes (in WA it’s cyclones and bushfires).

Given I saw so much during this tour, in this report, I will concentrate, on those things which caught my eye, were different, innovative or caused me to ponder. For some of you, these things may not be new or different, but here goes.

In Auckland we had an enjoyable stay with Bill and Lynn McDougall.

Bill moved to North Shore hospital,

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TECHNICAL PAPERS to bring back “in-house” the management of all medical equipment.

This is certainly against the trend. It was interesting to understand that, due to the former external contractor’s lack of a strategic planning component and not rising above a purely reactive day to day service, ultimately their service was deemed to be inadequate. It was also amazing Bill discovered there was 2000 unaccounted for pieces of medical equipment in his process of logging them onto his improved data base. GPS tracking of all equipment is now part of his system. Similarly, Tony Blackler at Christchurch Hospital also took us through, sophisticated tracking of sterilised theatre implements for the purpose of identification and usage history.

In terms of the buildings at North Shore, I noted the main 10 storey high clinical Block had only the Boilers (5 off) at the top level and the rest of the plant in the basement. This got me pondering the general issue of the location of building central plant – top, bottom in the middle to halve vertical distribution distances and dedicated Central Plant buildings. Also around the same issue, I noted North Shore had constructed a large two storey Day Surgery Centre across the road from the main site and all building services were provided by plant within in the building rather than tap into the main site’s central services.

Although not suggested in this case, the potential of future outsourcing or privatising clinical service delivery can even come to play in the arrangement of Building Services plant. Later in our tour, I learned about another factor concerning services distribution which New Zealanders have to account for, “Liquefaction”. Liquefaction occurs during earthquake shaking, when the sand grains in wet sand re-arrange and the water in the spaces between the grains is squeezed. The pressurised water is forced up forming sand boils or sand volcanoes. This liquid silt can force its way into and fill up basement services tunnels and plant areas, as it did in the Christchurch Hospital during the 2010/11 earthquakes.

The operational Engineers did an amazing job to keep that hospital running while dealing with this issue.

So the more I saw, the more there was to ponder, just on this subject.

We didn’t have to be too far south of Auckland to start appreciating the massive impact the earthquakes which hit Christchurch in September 2010 and February 2011 had on the construction of new facilities right across New Zealand.

The major replacement construction at Whakatane Hospital dealt with the issue of Liquefaction by having the whole ground floor constructed 1m above natural ground. The closed off accessible zone beneath the floor means liquefaction can occur without major impact on the building fabric.

The 8200m2 single storey building with a very large central courtyard allowed ground connection to landscape areas to all wards and therapy areas. This was a massive improvement over the existing, which was a 1960s built, 6 storey rectangular concrete, monolith.

Since site area was not a problem, I can only assume the perceived benefits of stacking vertically prevailed in that era. Thankfully ideas of retaining it, by having steel cables running up and over, to clamp it to the ground, didn’t occur, and with the new building now complete it will be demolished. The first step will be the removal of asbestos, at a cost of $700,000!!

failed the cost benefit analysis, so full demolition begins shortly. Here in WA, these buildings would, provided concrete cancer is not a problem, be refitted or refurbished and/or reused for a different purpose, to extend it’s life for a further 20 years.

New more stringent earthquake building construction details range from base isolation of the whole building structure, right through to a greater gap between sprinkler heads and the surrounding ceiling tiles. In the case of the new Whakatane Hospital building to fulfil the requirements to reach, Importance Level 4 (the highest as set for buildings with post disaster functions), it added 10% to the cost of the structure and 7% to the cost of the HVAC services.

Figure 2: Whakatane Hospital, plant room bracing of services

Figure 1 shows, in the background, the building about to be demolished, on the left, a wing of the new building and in the foreground the innovative usage of shipping containers New Zealanders are renowned for. When demolition starts this covered walkway has the required overhead protection of users, already built in.

The increased building requirements caused by the Christchurch earthquakes, has clearly shortened the lifespans of many 1960-70s buildings. Another example is the major redevelopment at Waikato Hospital in Hamilton, which included replacing a large 8 level 1960s building. Even a proposal to fill the basement with concrete so the ground floor level which has a large footprint and interconnects with other buildings could be retained,

Figure 3: Wellington Hospital, fire services pipes

Figure 2 shows the additional bracing for services and strong frames (the slotted angle) within the Plant room of Whakatane Hospital. Figure 3 (Wellington Hospital) shows the alignment and couplings of fire services pipework, which allows it to move in different directions with the structure, during an earthquake. Figure 4 shows

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TECHNICAL PAPERS

Figure 4: Wellington Hospital, LRB Base Isolator on top of column

Figure 6: Wellington Hospital, handrail at junction of buildings

the Base Isolators (the large black element at the head of the column in the basement car park of the 7 storey Wellington Hospital main building. This type is called Lead Rubber Bearings (LRB) which consists of layers of rubber and steel with a central core of lead.

The lead core softens when under pressure absorbing energy that would otherwise be transferred to the building.

Figure 5 is an uninstalled LRB with a piece cut out to show its layered construction and lead core. When I researched these I discovered they were in fact invented by a New Zealander, Dr Bill Robinson in the 1970s.

seismic activity. The interconnection of adjacent buildings which are designed to move in earthquakes, need sliding or flexible connection arrangements. Figure 6 shows the handrail of a major second storey walkway where it passes from one building to another. By not repainting it, the Engineer can note old and new paint scratches which along with measuring changes in the overlap gap, allows him to track the occurrence of small tremors.

Figure 5: LRB Base Isolator display unit cut open

The Engineer at the Wellington Hospital showed me ELBs with a small slant which indicated the end point of the building movement of a recent small earthquake.

He also has another way to monitor

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Being prepared for an earthquake has become a major concern. Wellington Hospital is endeavouring to have building facilities and operating arrangements, such that even if all public utilities are unavailable, it can remain fully operational for 7 days.

That is, they are self-sufficient for power, water and disposal of sewerage and all other wastes. Christchurch Hospital now has 500,000 litres of water stored on site, dedicated for fire-fighting. This is even though miraculously there were no major fires at the hospital in either of the earthquakes. Tauranga Hospital has an existing major building constructed 12m from a steep embankment, so 30m deep piling was recently installed along its full length as a precaution.

Changing the focus from, engineering for earthquakes, to the more whimsical, the fit out of the Childrenâ&#x20AC;&#x2122;s Ward building at Auckland Hospital was

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

a real treat. Figure 7 shows the colourful 7 story internal atrium with pink and yellow exposed lift cars, hand carved play objects and a functioning three horse Merry-go-round. The simple

Figure 7: Auckland Hospital, childrens wards building atrium

Figure 8: Auckland Hospital, childrens wards building atrium floor

TECHNICAL PAPERS

Figure 10: Hutt Hospital, basement service corridor

Figure 9: Waikato Hospital, building lobby with sheet vinyl wall coverings

boat in the foreground is floating on look-a-like water. Figure 8 shows a close-up of those vinyl floor tiles with life like water and leaves patterns.

While on the subject of vinyl sheet used in striking ways Figure 9 shows the lobby of a new building at Waikato Hospital. Perhaps the Architect was told to run the vinyl up the wall to provide

wall protection against trolleys and they got carried away. Whatever the rationale, I think it looks great.

A wall covering choice which is completely wrong and looks terrible is shown in Figure 10. The Manager of Engineering at Hutt Hospital showed me parts of the basement of the 8 storey main block which included this

space. Previously a public space, it is now just a service area and he left the wallpaper on the walls as a â&#x20AC;&#x153;what were they thinking ofâ&#x20AC;? reminder. He also it seems to have become the unofficial Art Curator and Historian for the hospital. Paintings of important clinical administrators and other long forgotten prints he found in storage nooks have been hung to create a gallery of sorts along these wallpapered walls. A brass bust of someone who must have been even more important is located in the entrance lobby of the Engineering Department. I was assured that even

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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TECHNICAL PAPERS

Figure 11: Taruranga Hospital, coloured access lids of in-ground services

though it looked a little like him, it was there, rather than being in the wooden crate he discovered it in. These “engine rooms” teeming with art and history, is a delightful new twist.

Art Galleries and children’s spaces are not the only domain for bright colours.

Figure 11 & Figure 1 shows how inground services access lids at Tauranga and Whakatane Hospitals are brightly colour coded to identify each service.

Just as it is in Australia, Mental Health is receiving a big boost in resources.

Although I haven’t seen the 3 major new Mental Health facilities built in the last 2 years in my home city. They would be hard pressed to be better than the all new, standalone inpatient facility called He Puna Waiora at North Shore Hospital, Auckland ($23M, 46 beds, open and locked wards) and the very similar facility at the Hawes Bay Hospital. When I quickly came to note the similarities, I was told they were done by the same New Zealand Architect and he has become a specialist in this field.

The detailing was excellent. Features included recessed sprinklers, tamper proof fixings, anti-ligature/self-harm minimising detailing which achieved

Figure 12: Auckland, He Pana Waiora mental health building – roof space

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the right décor balance and pull down shutters over patient self-serve facilities, so staff can close them off when necessary.

The buildings are light and airy with enough homeliness while still maintaining good staff security and using robust materials. Eye catching details were: Patients wear wrist bands which are linked to their bedroom, so only they or a staff member can unlock the door to their bedroom. All supplies of food, linen and other consumables are delivered into a room entered from outside the building.

Those people delivering into that room are not able or need to go beyond this room, into the Wards. In the main Ward passageway, by locking various sets of doors, 4 off patient rooms can be swing between being part of the Open Ward or the Locked Ward. This gives flexibility to meet the variable demands for each.

Also, the Maintenance Engineers haven’t been neglected. Figure 12 shows the pitched roof space of this single storey building with excellent access. There was a conscious effort to detail services to be maintained from above. We have all experienced the need for two electricians to change a light bulb in a tense locked Ward. One, changes the light bulb and the other, is the lookout. They say there is a fine line between genius and madness, so perhaps this Architect is on that line, to be able know so well, the detailing required. Rather I’ll attribute it to very good briefing, thorough research and a Master at work. They did, in the case of the Hawkes Bay Hospital build a full size, fully detailed mock-up of the patient bedrooms, to obtain feedback and approval from all stakeholders.

Other notable details I saw along the way were: A clever fire alarm system at Whakatane Hospital which via electronic display signs above fire doors, will depending on the fire’s location, illuminate, to direct you to NOT use that route as your emergency exit.

In concert with that sign the adjacent illuminated running man exit sign, will therefore turn off. The Immunodeficiency Unit of the Auckland Hospital has a commercial detachable water spouts on hand basin mixer taps which are plastic and have a cleanable water filter within.

Auckland Hospital also had fully plastic moulded enclosed trolleys with very rounded corners for linen delivery which

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

Figure 13: Christchurch Private Hospital, plant room pipe insulation

would be so much gentler on walls than some of the steel angle framed trolleys gouging up the walls at my hospital.

Finally, some very slick pipe insulation in the plant room of a Christchurch private hospital. In upmarket hospital’s owned and run by doctors, even the pipes wear Armani. See Figure 13.

I am pleased to say that, after receiving such generous input in terms of time and information from all the Hospital Engineers and Project Managers along the way, I was able to make a very small contribution to their Health System. At a North Island Hospital I was shown a situation which occurred with an elderly patient using a new one and a half panel bi-fold type door to his Ensuite. These doors are employed as space savers over the single panel swing door. However, they can either be pulled forward or pushed back to operate. The elderly patient pulled it toward him and the panel moved across the top of his bare feet and a sharp edge cut his foot. Subsequent to this they put a “PUSH” sign on the doors, to reduce the chances of it happening again. Two weeks later upon noticing the same doors at a South Island facility, I told the story and the Project Manager made note to do the same, before the facility opened.

Attendance at the New Zealand Institute of Healthcare Engineering Annual Conference is part of experience of being the ANZEX delegate. It was

TECHNICAL PAPERS an excellent conference in Hamilton, with presentations occurring over two days and a site visit to the major redevelopment of the Waikato Hospital.

Networking opportunities were thoroughly enjoyed, at the tradeshow of 37 exhibitors, the welcome function and the closing conference dinner. I learned something new from all the speakers, ranging from Health Board Executive’s presentations of strategic directions and also new procurement systems, product suppliers presenting new products and services including associated e-training, a lively thought provoking workshop on our changing world, an insider’s view on creating emotionally healthy workplaces and NZIHE members presenting details on projects undertaken and the lessons learned.

During the conference I had a “we are so lucky living in this part of the world” and a “that seems to good be true” moment.

The first was during a presentation

by Iain Ferguson who is a Scotsman, now working for New Zealand Health

Boards. As a Project Manager he took us through some of the massive projects in Europe and the Middle East he had been involved with. His most recent Middle East project was the Sidria Hospital in Qatar. Sidria is a 528 bed hospital which didn’t seem to have budget. For example, the brief included 5 star hotel level accommodation, a $40M AUD budget for signage and art, every doctor is provided three car parking bays and ultimately a plan to fully body scan every patient when they arrive at the hospital. However, when Iain was asked about moving from that environment to New Zealand, he did confide that one of factors was the environment where 63 foreign construction workers had died before construction was complete and no matter what he tried along the way, the actions of others meant the risk of unnecessary deaths remained. The second occurred in the presentation by an International Electronics/controls/ energy management giant, discussing arrangements whereby they would partner with hospitals in the exploration

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and implementation of energy saving projects. This also included elements of risk sharing and guarantees to assist in getting projects across the line. I thought one to, carefully, investigate.

In conclusion, I can say my experience as the ANZEX delegate was wonderful.

Sincere thanks to the IHEA for selecting me as the delegate and the NZIHE Executive Team, with special thanks to Tony and Allison Blackler as the NZ ANZEX coordinators and all the other NZIHE members who gave so generously of their time in showing us through facilities and arranging other matters.

I learned so much along the way, but mostly Debra and I will never forget the warm friendship you extended to us.

Finally I will close by urging any member who would like to enjoy a similar experience to submit their application to the IHEA to be the 2016 Australian ANZEX delegate. Check the IHEA Website for details and an Application Form.

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1300 539 928 for further information THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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TECHNICAL PAPERS

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

TECHNICAL PAPERS

Using BMS maintenance contracts to achieve plant optimisation VINCE SIMPSON, MBA, APP.AIRAH, GAICD I DIRECTOR, IBMS

ABSTRACT

B

uilding management and control systems are an essential element in the operation of any modern commercial building. Owners and operators generally maintain and or upgrade these controls systems with the following aims: 1. To ensure the essential level of operation is maintained and that the intended design conditions are met; 2. To improve plant efficiency; 3. To minimise risk and tenant complaints; and 4. To extend plant and control system useful life.

Technology has delivered extensive improvements in cost, capability and reliability to both the hardware and software platforms associated with building control systems. However the maintenance contracts for Building Management Systems (BMS) and Direct Digital Control Systems (DDC) have not evolved to keep pace with the changes in the technology.

Service offerings appear to be stuck in a time warp where tasks carried out are more appropriate to pneumatics and early electronic control systems that were installed 30 or more years ago. These tasks are primarily focused on labour intensive tasks associated with checking and calibrating field points. Correspondingly, little attention is given to the operational performance of the overall systems. With the high volume of commercial of buildings in Australia that are over 30 years old and the focus on NABERS and Green

Star rating systems, increased attention needs to be extended to the specialised control systems that are required to refurbish, maintain and improve these buildings.

Control systems today have the capability of providing self-diagnostics and fault analysis along with extensive logging capability. So why isnâ&#x20AC;&#x2122;t this capability used to achieve the desired aims?

With considered thought and a good understanding of the plant design and the components that make up the BMS, maintenance contracts can be restructured. The focus can then be shifted away from ineffective calibration and checking tasks to addressing key elements of the plant operation, to optimise efficiency and improve performance outcomes.

INTRODUCTION BMS systems have long been an integral part of the commercial building environment. The 1980s started the migration away from pneumatic control systems with the major players, (Honeywell, Tour and Andersson, MCC Powers and Johnson Controls), being the early adopters. As the industry developed in line with the explosive growth in electronics and small processors, there were a myriad of new companies bringing products to market. These early products (controller hardware, field devices, computer hardware and software) were expensive, prone to failure and required a steep learning curve to understand the engineering

limitations applicable to the HVAC controls industry.

The products provided by all manufacturers today benefit from the advances in microelectronics in that they are much lower cost, very reliable and feature rich. The HVAC controls industry, however, remains focused on simple labour intensive tasks that evolved in an era when the hardware was high cost.

This paper sets out an alternative approach, exploring the benefits of abandoning these traditional tasks and focusing on tasks that aim to provide improved outcomes.

BMS MAINTENANCE CONTRACTS TODAY Typical BMS contracts have many similarities irrespective of which company is proposing them.

Underpinning all of these offerings is a range of labour intensive tasks based on simplistic inspections and relatively low skilled fault rectification. The better quality services offer some type of building tuning or optimisation service.

A typical maintenance contract will include tasks similar to the following: 1. Clean and check computer systems.

2. B ack up data base and save relevant files.

3. R eview field controllers panels (clean, dust, check terminals and inspect for heat damage).

4. C hecking and calibrating, where necessary, the following items: â&#x20AC;˘ A selection of field sensors;

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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TECHNICAL PAPERS • VAV controllers; • Valves and dampers; and • Point to point checks.

These checks are based on choosing a selection of devices each visit with a goal of reviewing every device in a 12-month period. Plant optimisation will typically be offered only as a premium option.

These tasks have formed the basis of BMS and DDC maintenance contracts for the past 25 years.

Their origins stem from the tasks carried out on older pneumatic and electric controls. These tasks were relevant as the early DDC controls suffered from similar problems to these earlier control technologies, namely: • High cost and limited availability of hardware.

• Early DDC control hardware was prone to failure.

• Early sensors were suffered from stability and accuracy drift.

The past 25 years have seen dramatic improvement in the design and manufacturing of microelectronics with mass produced surface mount boards becoming commonplace. This has led to a dramatic lowering of costs and reductions in the failure rate of controls hardware. The improvement in integrated circuit quality can be seen below.

Fig 1. Data Sourced from: Integrated Circuit Quality and Reliability, Second Edition, By Eugene R. Hnatek

c. C an introduce errors because of poor skills in calibrating sensors or the use of low quality test equipment.

In many cases, there are superior, lower cost ways of achieving the same outcome.

Typically, owners, consultants and end users, have accepted these traditional practices and have not questioned the value in carrying out these tasks.

TASKS THAT SHOULD BE REMOVED FROM MAINTENANCE CONTRACTS Point-to-point checking of field points is a labour-intensive task that can be either be replaced with smart logic (i.e. programming of inbuilt point health checks and or analytics) or, due to the reliability of hardware, be completely ignored. Some exceptions to this might include:

a. Add no value. b. Can not be measured.

46

• VAV temperature and setpoint • VAV airflow and setpoint • VAV damper position and airflow A typical VAV field review will require a minimum of 15 minutes (per VAV box) to verify damper operation, heater operation and airflow measurement.

Using a diagnostic or summary graphic a floor of VAVs can be reviewed using a diagnostic graphic to identify possible errors in less than five minutes.

Fig. 3 Desktop Review Used to Highlight Problems

• Security points associated with life safety (panic buttons).

• High temperature alarms associated with plant that cannot shut down without significant risk, for example: i. Fridges contain research samples; and ii. Positive containment rooms.

Field checking/cleaning of controller panels for heat buildup or terminal screw tightness. The majority of controller hardware today is encapsulated within plastic housings with terminals for field wiring either completely hidden or unknown to randomly experience loose connections. This is a labour-intensive task that is unnecessary.

Fig. 2 Typical Controller Packaging (Courtesy Schneider Electric)

As a result, the majority of the tasks historically carried out by maintenance providers are no longer required. Many of these historical tasks provided by the controls venders either:

be carried out simply with a desktop review with a simple diagnostic graphic that displays the key control elements (in summary form) of all VAVs on a floor/area. These diagnostic graphics present the relationship/status between:

Field checking and/or calibration of VAV controller operation. This is a labour-intensive task that should

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

Calibration of thermistor based temperature sensors used for general monitoring or field space temperature control. The BMS controls industry has adopted the use of 10K Ohm thermistors as standard across most suppliers. These sensors should only be calibrated on initial installation to cater for resistance/ length of cable from sensor to controller only. Assuming the sensor is calibrated on installation and there are no external factors impacting its ability to measure temperature, in the location it is installed, there should be no further requirement to calibrate. Most narrow band thermistors used in HVAC controls industry (temperatures between 0-50C) have extremely low drift thresholds and high stability. Typical stability ratios of .003C to .02C (bead in glass) are noted on manufacturers technical data sheets (http://www.nist.gov/pml/mercury_ thermistor.cfm).

TECHNICAL PAPERS Table 1 Calibration of Sensors

Sensor Description

Annual Calibration Check Recommended

Comments

VAV/Space temperature sensors

No

Labour intensive, use diagnostic graphics to identify problem areas

Ambient Temperature sensors

Yes

Key plant variable directly controlling economy cycle

Any temperature sensor close to or outside the stability temperature range of 0-50C

Yes

Typically associated with central plant control. Examples include chilled water and hot water insertion sensors

TASKS THAT ARE WORTH DOING Calibration checks of key sensors.

Whilst the majority of sensors used in the commercial HVAC controls sector have become low-cost commoditybased devices that are factory calibrated and cannot be adjusted in the field (low-cost throw away items) there are a number of these sensors that are worthwhile checking the calibration status on an annual basis. Some of these include the following.

Ambient temperature and humidity sensors Ambient sensors are key to the operation of a number of algorithms including: • Economy cycle mode; • Night purge mode; • Warm up mode; and • Ambient override setpoint These sensors are typically exposed to environments where contaminates can affect the long-term stability and therefore should be reviewed at least bi-annually. If these sensors drift or become faulty they can have a significant impact on plant efficiency and building conditions.

Commercial (low-cost) humidity sensors located in outside air environments historically have short-term life (less than 24 months) and it is worthwhile installing sensor types that enable replacement of sensor element (heads) independent of transmitter body.

Air static pressure sensors Typical operations where these type of sensors are used include: • Air handling units (VAVs, active chilled beams and demand-based systems); • Supply and exhaust risers; • Pressure controlled rooms in labs and hospitals; and • Staircase pressurisation systems.

Whilst static pressure sensors historically do not drift, their impact on energy efficiency can be significant. These devices should be checked annually for both normal operation (at setpoint) and at plant shutdown (zero Pa condition).

Wet static pressure sensors Typical operations where these type of sensors are used include: • Chilled and condenser water systems; • Hot water systems; and • Secondary/decoupled water systems.

Whilst wet static pressure sensors historically do not drift, their impact on energy efficiency can be significant. These devices should be checked annually for both normal operations (at setpoint) and at plant shutdown (zero KPa condition).

Carbon monoxide (CO) Used for carpark ventilation control and should be calibrated annually using trace gas. These devices should be calibrated to ensure efficient operation of carpark supply and exhaust fans as well as to ensure provide safety alarming of CO build-up in the relevant spaces.

Carbon dioxide (CO2) sensors Typical operations where these type of sensors are used include: • VAV AHUs; • Demand based ventilation systems; and • Fresh air volume control.

Faulty sensors can lead to excessive amounts of outside air being drawn into building thereby reducing plant efficiency. Alternatively faulty sensors could lead to insufficient quantities of fresh air in contradiction to the required standard AS1668

LABOUR AGREEMENTS – A BETTER WAY Facility managers, owners and operators of BMS systems understand that their systems need to be maintained to: 1. E nsure the essential level of operation is maintained and that the intended design conditions are met.

2. Improve plant efficiency.

3. Reduce risk and tenant complaints.

4. Extend plant and control system useful life.

With average labour rates for BMS/ DDC control technicians around Australia exceeding $150 p/hr the challenge becomes how to capitalise on the technician’s time to achieve the above aims. As discussed earlier in this paper, carrying out labour-intensive tasks that are unnecessary will not achieve the desired goals, whilst being charged labour rates in this range.

In order to achieve the desired goals, maintenance contracts need to: 1. I dentify tasks that provide a measurable return on investment.

2. I dentify the correct methodology to carry out each task.

3. E nsure each task is clearly measurable with regular reporting.

IBMS believe the best way to achieve these goals is through the use of labour agreements rather than the traditional maintenance agreements. Labour agreements are common in the IT industry and typically detail: 1. When should a task be carried out?

2. How should a task be carried out?

3. H ow to report or prove the task has been carried out.

4. The total time the task is allocated.

Some of the typical tasks that should be included under a BMS labour agreement include: 1. K ey algorithm loop optimisation and checking. Typical examples of this include: • Supply air pressure control • Supply air temperature control • Economy cycle control

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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TECHNICAL PAPERS • Chiller flow control • Cooling tower control 2. R un hours tracking of all plant to remove unnecessary running.

3. Key application metric reporting: • Modifications of Set points • Number of alarms in period • Identification of field points left in override • Software changes carried out 4. Key IT and operating software parameter reporting.

Typical examples of this include: • Version control (operating system and application) • Resource utilisation • Software updates ey sensor calibration checks (as described earlier in 5. K this paper)

plant in terms of optimisation for minimising energy usage as well as the key components of the BMS system that should be reviewed and reported.

The technicians providing this type of system reviews need Table 2 Major Plant Monthly Performance Tracking to have a good understanding of HVAC plant. The objectives of the process are: 1. Verify that systems are performing at their optimum efficiency during all climatic variations for the occupied building.

The intention of using a labour agreement instead of typical BMS maintenance agreements is so the service provider can provide a higher level of expertise specifically oriented to analysing plant performance.

2. O pportunity for the systems to be tuned to optimise start/ stop time schedules to best match occupant needs and system performance.

The tasks identified in these types of agreements require a level of expertise that is directed to the physics of the

3. E nsure all set points and other control parameters are optimised.

TempReport™ Data logging is now so much easier!

The T-TEC RF data loggers stay in fridges, freezers, coolrooms, refrigerated trucks and send automatically to your PC screen. Actual temperatures available anytime.

4. Align the system’s operation to the attributes of the built space it serves.

5. Verify all defined trends and monthly data required to prove efficient operation The process offers a prime opportunity to monitor the energy performance of the building and to tune the building services to achieve improved performance and reliability. Labour agreements should aim to capture the major plant required to be reviewed as part of the monthly performance tracking. A typical example is shown in table 2.

CONCLUSION BMS and DDC control products have evolved in the last 25 years to be low cost, reliable, high feature, complex systems that require a new approach to maintenance to achieve the most efficient outcomes. It is time to abandon the labour intensive tasks that add no value, and develop labour agreements better suited to modern equipment.

ABOUT THE AUTHOR

tt

Temperature Technology

263 Gilbert Street Adelaide SA 5000 www.t-tec.com.au

48

Ph: 08 8231 1266 Fax: 08 8231 1212 sales@t-tec.com.au

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

Vince Simpson has been involved in the design, construction, service and sales components of the commercial controls industry since 1986. This included time spent at senior management levels with major BMS contractors and 10 years as one of the founding directors of IBMS, “A specialist consultancy focused on providing high level expertise and innovative solutions to make buildings more efficient”.

DISCLAIMER The views expressed in this paper are solely those of the author and IBMS as a specialist consultancy focussed in this sector.

TECHNICAL PAPERS

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TECHNICAL PAPERS

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

2013 20/11

2013 05/12

2014 10/01

2014 18/02

2014 18/03

2014 22/04

2014 27/05

2014 24/06

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N/A

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•

TECHNICAL PAPERS

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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TECHNICAL PAPERS

Robina Hospital Chiller Plant Optimisation KIERAN MCLEAN, BENG (HONS), CEM®, CMVP® I BUSINESS DEVELOPMENT MANAGER, SIEMENS LIMITED MAREE MCKAY I SERVICE DIRECTOR OPERATIONAL SUPPORT SERVICES, ROBINA AND COMMUNITIES, GOLD COAST HOSPITAL AND HEALTH SERVICE (GCHHS)

ABSTRACT

R

obina Hospital is the first facility in Australia to implement the patented chiller plant optimisation, Demand Flow.

A detailed study of the chilled water network identified that Siemens Demand Flow™ could achieve a 22% reduction in plant energy consumption, equating to 792,000 kWh per annum. As a secondary benefit, the facility could also operate solely on their most efficient chiller plant, allowing their two older plants to be decommissioned, simplifying plant operation.

After implementing Demand Flow™, Robina Hospital has realised a 26% reduction in chiller plant energy consumption. Additionally, there has been a reduction in water consumption through the consolidation of cooling tower infrastructure, improved dehumidification control in critical hospital areas and a reduction in operating and maintenance costs due to the consolidation of three chilled water plants to one.

These outcomes are all achieved within a guaranteed payback period of 3.3 years corresponding to an internal rate of return greater than 24%.

INTRODUCTION Water cooled chilled water plants consist of five major sub-systems; chillers, chilled water pumps, condenser water pumps, cooling towers and air handling units. Traditionally, the method for optimising the performance of a chilled water plant would focus on improving the efficiency of a single sub-system in isolation. However, such methods don’t consider the interactive effects on the remaining sub-systems.

For this reason, they often result in an increase in the total consumption of the system.

At Robina Hospital the chilled water plant consumed approximately 27% of the entire facility energy use. In an effort to improve the facility efficiency a holistic chiller plant optimisation, Siemens Demand Flow, was implemented.

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

Firstly, a preliminary study was completed to explore the suitability of Demand Flow. Following the preliminary study a detailed audit was requested to finalise the guaranteed energy savings, project scope and costing. Finally, after the detailed audit and customer acceptance, the project was successfully implemented.

MAIN BODY The first installation of Demand Flow chiller plant optimisation in Australia was completed at Robina Hospital on the Gold Coast in October 2014. The following paper discusses an overview of the facility, focusing on the chilled water network, identifying the key project motivators, the evaluation and assessment process, installation and commissioning phase and finally, the results from the project.

FACILITY OVERVIEW Robina Hospital is the 6th largest hospital in Queensland with 364 beds and a suite of inpatient and outpatient services. It was constructed in 2000 as a private hospital offering some public services before being acquired by the Queensland Government in 2002. The hospital expanded by 25 beds in 2007 before doubling in size in 2012. [1] Before 2012 the facility was serviced by three reciprocating water cooled chillers and a small air cooled chiller. As a part of the expansion in 2012 three new centrifugal water cooled chiller of 2500 kWr capacity were installed as well as a chilled water link between the new and existing plant.

The chilled water link provided the ability for any of the three chiller plants to service the facility.

During low load conditions the older reciprocating and air cooled chillers would provide chilled water to the entire facility and during normal load the new centrifugal machines would operate. There was also the ability for all three plants to operate independently. Whilst this configuration provided enormous flexibility it also complicated the day-to-day operation of the facility.

TECHNICAL PAPERS The chilled water system operated at an annual average Coefficient of Performance (COP) of 3.8 which is in line with a typical older chiller plant according to ASHRAE. [2]

PROJECT MOTIVATIONS

operating time of each chiller in its ‘sweet-spot’. Variable speed control algorithms were utilised for all chilled water and condenser water pumps and chilled water system bypasses were removed to reduce excessive pumping energy.

• Improve humidification control of operating theatres

Optimised staging of cooling towers based on variable condenser water flow and variable speed control of cooling tower fans was implemented as a part of the Demand Flow™ strategy. Air Handling Unit performance was also investigated to ensure the chilled water energy being produced by the Demand Flow™ plant was being used in the most efficient way.

EVALUATIONS AND ASSESSMENT

RESULTS

To address the hospital’s motivations, two projects were initially being considered; a mechanical upgrade to improve the dehumidification of the operating theatres; and an energy optimisation project focussing on the chiller plants. The Demand Flow™ optimisation provided the potential to realise the desired outcomes of both projects.

The Demand Flow™ optimisation achieved plant consolidation, facility reliability improvements, chilled water system efficiency gains, and consequently energy savings and greenhouse gas emission reductions.

The project had four key motivations: • Simplify chilled water system operation • Improve facility energy efficiency • Reduce maintenance requirements of three chiller plants

A detailed feasibility study was conducted analysing the five major energy consuming sub-systems of the chilled water network; • Chillers • Chilled Water Pumps • Condenser Water Pumps • Cooling Tower Fans • Air Handling Units The Demand Flow™ control algorithms provide a holistic optimisation to the entire system, not on an individual sub-system level. Traditionally, optimisations focused on improving a single sub-system, often at the expense of the entire system energy consumption.

The feasibility study concluded that the chilled water plant energy consumption could be reduced by 22% resulting in a 3.3 year guaranteed payback period and a 24% internal rate of return. The older two chiller plants would be made redundant, and improvements in humidification control could be possible. It was also found that the energy savings could be achieved without retrofitting variable speed drives onto the compressor of the chillers.

Three chilled water plants were successfully consolidated to one central plant. This simplified the system operation, reduced maintenance costs by removing the requirements for maintaining three plants and produced significant water savings as the cooling towers for the old reciprocating chillers could be decommissioned.

Dehumidification control was vastly improved by lowering the chilled water supply temperature, removing the need for an additional mechanical upgrade. The chiller plant deliverable capacity was increased, and refrigerant flow issues at low load conditions were eliminated, reducing cycling of the chillers.

The chilled water system efficiency was improved from an annual average COP of 3.8 to a COP of 5.3. This classifies the system as ‘Excellent’ according to ASHRAE, see Figure 1, without the requirement of installing a variable speed drive on the compressor of the chillers.

OPTIMISATION PROCESS Following the detailed study a three month project implementation period commenced including the installation of variable speed drives for condenser water pumps, isolation valves for the cooling towers and high accuracy differential pressure and temperature sensors. The installation and commissioning process occurred whilst maintaining a continuous supply of chilled water critical for operating theatres and MRI machines.

Evaporator and condenser pressure and temperature set points were optimised for each chiller to increase the

Figure 1: Chiller Plant Efficiency Improvement

Improvement to the system efficiency has resulted in a 26% reduction in chiller plant consumption equating to 807,000 kWh of electricity and 662 tonnes of CO2 emissions in the first ten months of operation. Figure 2 shows the cumulative monthly savings achievement, with the annual target being exceeded two months ahead of expectations. The payback period is now anticipated to be between two and a half and three years compared to the guaranteed 3.3 year payback.

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TECHNICAL PAPERS

camfil solutions for guaranteed performance

Figure 2: Cumulative Monthly Savings vs Target

CONCLUSIONS The Demand Flow™ project provided both financial and mechanical benefits to Robina Hospital, addressing the four key project motivators of simplifying system operation, improving facility energy efficiency, reducing maintenance costs and improving dehumidification control.

ACKNOWLEDGEMENTS Thanks to the Gold Coast Hospital and Health Service and Robina Hospital team for their support of this project. Special thanks also to Anette Jonsson, The Energy Efficiency Team, Department of Health Queensland.

NOMENCLATURE Coefficient of Performance (COP) = Thermal Output (kWr) Electrical Input (kW) kWr = kW of Refrigerant Effect kW Electrical Input (kW) Ton = Tons of Refrigerant Effect

REFERENCES AND BIBLIOGRAPHY 1. G old Coast Health Robina Hospital, Queensland Health, Queensland Government, 2014 https://www.health.qld.gov.au/goldcoasthealth/ html/facilities/gch_robina.asp 2. “All Variable Speed Chiller Plants”, ASHRAE Journal, September 2001

ABOUT THE AUTHORS Kieran McLean is the Business Development Manager for the Demand Flow™ chiller plant optimisation in Australia and New Zealand. After graduating with honours in a Bachelor of Mechatronic Engineering he attained accreditation from the Association of Energy Engineers as a Certified Energy Manager (CEM®) and Certified Measurement and Verification Professional (CMVP®).

CLEAN AIR SOLUTIONS

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

Maree McKay is the Service Director responsible for ensuring all aspects of facility management for the Robina Hospital and Community Health Centres across the Gold Coast are managed, responsive and adaptable to changes within service delivery models. Maree has a clinical background as a Registered Nurse and Midwife, a Masters of Health Science majoring in Health Services Management and is an Associate Fellow, Australasian College of Health Service Management (AFCHSM).

TECHNICAL PAPERS

Where the…… Hell are we (Finding a way to wayfind)

GREG TRUSCOTT B.ARCH DIP.MGT MIHEA I MANAGER, INFRASTRUCTURE & NEW WORKS, ROYAL PERTH HOSPITAL, BENTLEY & ARMADALE HEALTH SERVICES, WA

Part 1 of a paper presented at the IHEA 2015 National Conference & the NZIHE 2015 Annual Conference.

1. ABSTRACT:

T

his is a case study of a project I am carrying out at Royal Perth Hospital (RPH) to improve its wayfinding and signage system.

Although the existing wayfinding system had been developed with great consideration and a very comprehensive system installed 15 years ago, I assessed much of it was flawed.

The opening of the new $1.8 Billion Fiona Stanley Hospital in 2014, triggered the planned downsizing and reconfiguration of RPH. A budget was provided to deal with the resultant signage changes. Fortunately it was a budget generous enough, for me to embark on reworking the whole strategy and presentation of the RPH wayfinding and signage system.

This paper will describe the existing system, identify the problems it has and show how the proposed new system addresses those problems and improves the system.

The project also includes the installation of interactive digital wayfinding touch screens, a first for the hospital. That component along with other building fabric strategies will be presented in the second part of this paper.

Wayfinding can be a difficult task and although you may not agree with everything I present in this paper, I hope it will, at least highlight the

strategies and issues that must be considered to ultimately create a good wayfinding and signage system.

2. INTRODUCTION: What is wayfinding? Wayfinding, is knowing where you want to go, where you are, determining the best route, staying on that route and recognising you have arrived at your destination [1].

Why is it important ? Good wayfinding will save hospitals money by reducing the time staff loses directing people.

It will also reduce the incidence of patients arriving late for clinics and as a result being frustrated, stressed and even aggressive toward staff.

3. WHY WAS THIS PROJECT UNDERTAKEN AT RPH: Soon after commencing employment at RPH, I had many experiences which proved to me that the wayfinding and signage system had serious shortcomings.

The first was when using the Main Directory board to find the location of Ward 5H. The board started by listing all the entities in building Block 1, followed by the same in Block 2 and so on. Ward 5H happens to be in Block 12 (out of a total of 20 on site) Even though after about Block 3 I had recognised picked up the entities were listed alphabetically within each Block, I still had 9 buildings to look through to find Ward 5H. To me this was

counter-intuitive. It is far better to list in alphabetical order all the entities in the Hospital and include in the listing, their location. The user would go straight to “W” and find Ward 5H quickly. I simplified this further, which shall be explained later.

The second incident occurred when I was waiting for a lift. A lady, who appeared to have all her faculties functioning, asked me “are these the brown lifts”. Figure 1 shows what we were both looking at. It was not surprising she asked given the dark brown vinyl strip on the blue doors was the only clue. Figure 2 shows the alterations we made to improve that aspect of wayfinding. This included the obvious “Brown Lifts” sign (note also, words help those with colour blindness) and painting the whole door in a more eye catching shade of brown. The removal of all surplus and non-essential information on the walls and removing the large lift numbers, which are irrelevant to users (reduced to a small tag on the door frame) also had a very positive impact. More will be said on “de-cluttering”, later.

Figure 1 – The Brown Lifts (before)

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TECHNICAL PAPERS

Figure 2 – The Brown Lifts (after)

While on the subject of “brown”, I can recommend, not trying to use it as an “eye catching” colour. The hospital has 7 banks of lifts and colours are used as their identifiers. The primary colours red, yellow, blue and secondary colours, green, purple and orange are unambiguous when referred to and have strong eye-catching accent shades which can be employed. Those 6 colours work perfectly, but selecting colours beyond them can be challenging. Black and grey are clear enough, but “take the black lifts” sounds foreboding and white is not an accent colour. There are other colour related problems within the signage system, which will be detailed later.

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RPH is the first hospital constructed in Perth in 1829. It is in the centre of the City had 720 beds at its peak. The buildings on this ever expanding site were constructed over a period of 160 years with the last major addition completed in 1988. Figure 3 shows the complex of buildings of widely disparate ages which are interconnected at multiple levels and over major roads. This complex presents a very difficult wayfinding challenge.

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Finally an incident occurred, when I was putting this paper together, to present at the IHEA 2015 National Conference.

My presentation was going to include, enacting a journey through the hospital using images of the existing wayfinding and signage elements alternating with images of the new improved system which will replace it. I careful selected the destination of the “Department of Otolaryngology” because the journey to it was ideal to demonstrate the many things which were wrong with the existing system. (Note: the first fault is listing it under “D” for Department instead of “O”. Other similar examples on the existing Directory are Centre for Musculoskeletal Studies under “C”, Division of Imaging Services and Division of Surgery both under “D”.

This practise is not user friendly). I needed to be able to pronounce Otolaryngology correctly in my presentation, so went up to the Department and showed the receptionist the title. The perplexed receptionist said I was in the Ear Nose and Throat Clinic and it took a clinical person to explain, I was in the right area and to provide the correct pronunciation. This may be an isolated event but consider the trouble someone with limited English language skills would have in this situation. There is a push to use plain English where possible for complex medical terminology.

The Queensland Health Wayfinding Guidelines [2] for example, suggests “Heart scans” instead of “Angiography”, “Brain health” instead of “Neurology”, “Breast screening” instead of “Mammography”, “Cancer care” instead of “Oncology”, plus many more. In a major Tertiary Hospital with clinical entities listed together alphabetically as I have recommended, it may we show Ophthalmology, Orthodontics, Otolaryngology, Orthopaedics and Orthotics.

It would not be surprising if our patient got his eyes checked instead of arriving at Otolaryngology.

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

Figure 3 – RPH Circa 1997

TECHNICAL PAPERS The existing wayfinding system was put together in great detail. A committee consisting of Clinical Directors, the Director of Facilities Management, staff in other support areas and consumer and disability representatives lead the project.

They were supported by a full time in-house project manager, a wayfinding specialist and a signage and graphics consultant. The outcome was a 60 page RPH signage style manual, and the approved system was installed in 2001/02.

Solution: By abandoning the requirement to list everything we then just focused on patients and visitor’s needs. The listings reduced to a much more manageable 87. These were then grouped under 5 headings; Wards; Clinics; Outpatient Clinics; Treatment Areas and Services. Services are retail outlets and other public amenities. Figure 5 shows a part of the new Directory and you can see the improvement over the existing shown in Figure 4.

The committee was very thorough and had the best intentions. It could be said the failings were in fact, due to, trying too hard. Their approach was to name, label and colour everything and then too display the maximum amount of information as often as possible i.e. the more the better.

I quickly came to the view that some of the labelling and most of the subtle clues (particularly colours) would not be appreciated by the users, either because it is not obvious, explained or because most people can’t retain more than 2 or 3 pieces of wayfinding information at once. The result is they are overwhelmed. I will use the term “noise” to describe all this information people sense may have a meaning, but they haven’t understood it, or retained it. Also the strategy of repeating signs at every junction, while it meant well, serves to make people totally depended on it, starts to become visual pollution and adds, what I will term “clutter”.

I will go through each of the elements of wayfinding, describing the existing and its problems and present the proposed system which addresses those problems. We shall commence with the already mentioned Main Directory board.

4.1 Main Directory boards: Apart from the issue of the counter-intuitive arrangement which has already been discussed the existing Main Directory Board had these problems: 4.1.1 It has too much information (i.e. “clutter”).

There are 252 entities listed. Consider for a moment how many people would need to find: Anatomical Pathology (Mortuary); Central Plating and Distribution Area (i.e. this is where patients meals are plated up); Switch Board (i.e. the main telephone receptionist); Research Ethics and Governance; Clinical Services Outpatient Reform and there are many more.

Figure 4 shows part of the existing Main Directory.

Figure 5 – Part of proposed new Main Directory board

4.1.2 Site Plan – the use of the 3 dimensional “helicopter” view of the Hospital site for wayfinding is not beneficial.

Refer to Figure 6. This image was added to Main Directory Boards to enable users to locate the Block they needed to go to relative to their current location. Nobody arrives at the Hospital in a helicopter, unless they are seriously ill (or Bronwyn Bishop) or injured, in which case they will not have to find their own way to the Emergency Department.

The buildings are not shown to their correct vertical scale because several buildings would then be hidden. There is no identification of vertical transport, so I don’t believe there was any advantage. In fact I believe for most people the 3-D is just “noise”. Once inside the hospital they mostly move horizontally to their destination or to the correct Lift bank for the vertical part of the journey.

2 dimensional illustrations are easier to read and they allow more information to be included.

Figure 6 – Site Plan – existing 3-D helicopter view graphic (Main Directory board)

Figure 4 – Part of existing Main Directory board

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TECHNICAL PAPERS Note: Unlike the existing system which uses colours as part of the identification system, the different colours here, is simply so it is easy to recognise where buildings start and finish.

4.1.3 Site Plan – the division of the site into “Precincts” (based on the 4 quadrants of the compass) which are then colour coded; Colour coding all buildings; naming all major walkways and then representing all this within the signage, is simply “noise”.

Figure 7 – Site Plan – proposed new 2 dimensional graphic (Main Directory board)

Solution: Return to a 2 dimensional site illustration. This is shown in Figure 7 Note also that due to a recent downsize of the hospital last year, all clinical functions are contained with Blocks A, O, Q and R. Therefore, for the same reason we focused on the patients and visitors for the Main Directory Board we have used graphics to emphasis those four Blocks.

All the ancillary buildings are therefore shown in muted colours.

Figure 6 is where all these elements are presented. In my experience many people do not know which direction they are facing even when in the outdoors and have the benefit of the sun. Once they are inside a complex of interconnected building without a view to the outside and having to change directions several times during a journey, many will have lost their compass bearings. I believe most people do not recognise or appreciate this information, or if they do, would choose not to burden themselves to retain the particular shade of green for the precinct, plus the colour code of the building, plus the colour of the lift they need to use. Figure 8 shows the colour pallet employed to code precincts, buildings and lifts. Consider naming or describing to someone with minimal English language the difference between the five shades of greens identifying Western Precinct, South Block, Bennetts Block, 50 Murray House and the Green Lifts as shown in Figure 8. The end product is signage boards which end up looking like those in Figure 9 and Figure 10 where you sense there is some meaning to the colours but you have either not appreciated it or forgotten what it is. Therefore in the end it is just “noise”.

Figure 8 – Colours of precincts, buildings and lifts (existing)

Figure 9 – Existing sign board with precinct (West & South) and various building colours

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TECHNICAL PAPERS the alphabet, but to present them with the almost exclusively Anglo-Saxon titles of Nicolay, Ferguson, Ainslie, Marginata etc. as building identifiers is an unnecessary burden on them. Numbering building Blocks also has problems. When instructed to go to Block 3 level 2, I am sure, along the way, for some people, their recall will easily turn that instruction into Block 2 level 3. Since using numbers to identify levels is so universal, mentally exchanging level 2 for a letter is far less likely. The other problem is clearly illustrated in Figure 12. The building shown could easily be identified as building number 10. That number is in fact its street address. The pink sign behind shows it is really building number 9, Kirkman House.

Figure 10 – Existing sign boards

Solution: the use of colour as an identifier has been restricted to the 7 Lift banks. The colour of all new signage will be dark blue lettering on a white background. This colour scheme is universally used and recognised for information signage. Also the colour contrast meets the mandatory requirement for the seeing impaired, which some of the existing colour combinations do not. Figure 11 shows and illustration of what the new system signage will look like.

Figure 12 – Existing entry signage to Building number 9

Solution: We returned to identifying all building Blocks with a letter of the alphabet.

4.3 Signage – subdirectories and directional signage: The system of having signboards at each corridor junction or change of direction listing all the entities in all directions is very expensive and creates “clutter”.

Refer to Figure 13. Although you will be unable to read all the listing, I can confirm that all the entities listed above the door, is also listed on the sign on the adjacent wall. Therefore if any of those entities is relocated within the hospital, both of those signs and probably another 5 or 6 others all the way back to the closest main entrance will have to be altered. Apart from the high initial cost of all these signs, any alterations are also multiplied by the same cost factor, forever more.

Figure 11 – Proposed new signage – style guide illustration

4.2 Building Identification: The system of identifying Buildings and other elements on site is problematic.

The committee decided to change building identifiers from alphabet letters, to giving buildings names. This presented difficulties when labelling the 3 dimensional site images, so they also gave buildings, a number (Refer to Figure 6) (Note: the Engineering Department continued to use the lettering system). Naming buildings is not user friendly for those of different ethnic backgrounds and with limited English language. Most of these people will have mastered

Figure 13 – Signage – existing examples

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TECHNICAL PAPERS Figure 14 – Signage – proposed new to replace that shown in Figure 13

to identify each Block.

Solution: Limit and focus signage within the complex to directing people to the various building Blocks, using large letters

Once people have arrived at the entrance to the Block, have a signboard listing the entities within that Block and include directional guidance within the Block.

This approach is demonstrated in Figure 14 which shows the changes the new system would bring to the area shown in the previous Figure 13. The sign above the door is simplified to indicate that building Blocks K & D can be reached by continuing up that passage. If any entity moves from either building, it has no effect on that sign, so no cost. The large letters K & D can be easily seen from the end of the 50m long corridor leading to it. The sign on the corridor wall states boldly that you reached the entrance of Block C on level 3 and then lists only the entities which are in Block C, so less “noise”, less “clutter”.

5. CONCLUSION: The key strategies to employ in developing a good wayfinding/signage system are: 5.1 Design your system assuming it is being used by a first time visitor to the hospital.

5.2 Design your system assuming the user has limited English language skills and/or other cognitive or physical disabilities.

5.3 Keep it focussed. By focussing on patients and the public visitor, the system becomes more effective for those key users. The introduction of a digital system does enable you to deal with other users. Staff and visitors to staff areas are able to wayfind/direct external parties to them by using other methods (e.g. log into Main Directory on their own computers; attach maps with wayfinding detail, to guide business associates/visitors to their location).

5.4 Keep it simple. If graphic elements are employed they must either be obvious or explained and effective or they just become “noise”, which can be counterproductive.

5.5 Keep it simple. Use alphabet letters to identify building blocks in the wayfinding system, not names or numbers.

Buildings may be named and have that displayed on the building, but it must be secondary to the Letter identifier and not used in wayfinding. Avoid using the letters o and i to avoid confusion with numbers. When all letters used, use Block AA, Block BB etc. Use numbers to identify levels within buildings. Use the large letter identifiers at the appropriate scale both internally and externally.

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5.6 Be consistent. Maintain the same signage hierarchy, colour and typography throughout the Hospital. Do not let Architects use signage as a décor element on projects.

It creates inconsistency and the risk of non-compliance re legibility. Entities must maintain the same name. This applies to how they are referred to clinically, by the main telephonists, clinic booking and admission areas and the signage system. Patients who have appointment letters identifying an entity using different terminology to the wayfinding system, creates great confusion.

5.7 Use colours selectively. Extending beyond the 6 primary/ secondary colours has problems. Shades/hues of colours used for wayfinding can be difficult. Identifying/describing aqua, aubergine, turquoise for example, to people with limited English language or possibly colour blindness can be a problem.

5.8 “Less is More”. Use large bold signage focussed on directing people to buildings as the first step. Sign posting directions to entities throughout the hospital, results in a massive number of signs, which apart from the cost, creates “clutter”, which then diminishes the effectiveness of the signage system. Those who enter the hospital complex through secondary entry, understand they will need to get to a main entry point, to obtain information/guidance on wayfinding. Once people arrive at the correct building, sub-directory boards can direct them to entities within the building.

(Note: interactive digital touch screen monitors along with other strategies will be discussed in Part 2 of this paper).

5.9 Use the two reference documents referred to in this article. They are both, recently published and written by Australian State Government Health Departments. Together, they will cover everything you need to know.

REFERENCES: (1) NSW Government, Ministry of Health: Document number GL2014_018; Wayfinding for Healthcare Facilities, p.6, (October 2014), (2) The State of Queensland (Queensland Health): (2010) Appendix 7 of Queensland Health wayfinding design guidelines, pp.32-34 (December 2010)

ABOUT THE AUTHOR Greg Truscott has a degree in Architecture and obtained registration as an Architect in 1991. He completed a Diploma in Management in 2013.

The first 10 years of his working life was for private Architectural firms in Western Australia and Toronto, Canada. Projects he worked on included Office towers, retail complexes, University buildings, a Hotel and large upmarket homes. In 1993 he commenced working in the Health Capital Works arena and has been captivated by it ever since. His latest roles have included the Manager, Major Capital Works, SMHS (half of Perth Metropolitan area’s health system) and currently Manager, Infrastructure and New Works, RBA Zone.

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Indoor air quality (IAQ) in hospital environments SHANNON ROGER (B.ED) AND DR ALLAN HECKENBERG (PHD) I AIREPURE AUSTRALIA 2016

Considering the vast number of Hospitals and Medical Centres within Australia, one would expect that the solutions for Indoor Air Quality (IAQ) would be routine. However, while the aims of good IAQ are easy to express – the diverse range of sites and environments, create a remarkably complex situation.

T

his article seeks to set out the broad aims and parameters in IAQ, and explore the sources of major threats to maintaining good IAQ within Hospital environments.

MEASURABLE FACTORS AFFECTING IAQ IN HOSPITAL ENVIRONMENTS Humidity Although room pressurisation and particle filtration gain a great deal of attention, humidity is a very significant factor in the air quality equation. Humidity or dampness in building materials, when combined with elevated temperature, serves to encourage the growth of mould and fungi.

Although many of these mould or fungi organisms are fairly benign – there are notable exceptions that have a high profile as hideously dangerous, particularly when patients are immune compromised. Compounding these concerning factors, moulds and fungi are known to emit mycotoxins into the air –further aggravating respiratory issues.

Routine, scheduled microbiological testing should be completed to assure that undesirable pathogens such as mould or fungi are not at excessive levels within your facilities. Regular inspections of building materials and surfaces should assist in the detection

of leaks and other potential vulnerabilities. Similarly, finely controlled HVAC systems and automated building management systems (BMS) that continuously monitor the key factors that modulate humidity are useful tools to deal with excess humidity and its undesirable impacts.

A significant hidden threat to IAQ is the contribution of the HVAC and filtered air delivery systems to various locations in the hospital. While HEPA filters will entrap the various moulds and fungi that reach them, over time live organisms can penetrate (grow through) even the best quality media.

So attention to duct cleanliness and the “up-stream” control of temperature and humidity is an important factor in overall success.

In-duct gasket seal HEPA filter

Overseas, germicidal UV has gained some measure of acceptance in recent years. UV irradiation of the air stream and devices in the airflow path may reduce microbiological load. If these systems are implemented correctly, very persuasive data exists on the success of these techniques. Important considerations for these systems include the selection of correct lamps, array of light intensity, set maintenance routines and adequate interlocks to keep workers safe from random UV exposure. Similar to effective HEPA systems, these germicidal UV solutions are not “free”, but can contribute in a significant way to the destruction of unwanted microbiological activity, and are worthy of consideration as a tool in the overall design of a successful system.

In-duct UV-C light technology filtration system

A variety of disinfection services and protocols exist in this field, to control and remove biological contaminants.

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TECHNICAL PAPERS It is outside the scope of this discussion to elaborate on these here.

Temperature Temperature is another significant factor in the air quality equation.

Patient comfort as well as conventional attitudes towards comfortable user temperatures will be the predominant driver for room settings. As previously mentioned, humidity in building materials, when combined with elevated temperature serves to encourage the growth of mould and fungi. Less obvious threats to IAQ are the thermal profiles in the HVAC system that may induce enhanced microbiological growth or condensation effects that may create leaks, puddles or surface condensation. Simple observation of facility surfaces and temperature probes monitored through a BMS and are routine tools in this area.

Chemicals and Outgassing This topic covers a vast range of potential chemical hazards and threats to IAQ within Hospital environments. While several chemicals are popularised as harmful (such as outgassing of formaldehyde from building materials and the like), the linkage between various cleaning chemicals, surface outgassing and environmental gases drawn into a building are still a topic of study and controversy. Our only pragmatic response is to control inlet air as much as possible to “clean” source areas, or add chemical media filters (such as activated carbon) capable of extracting harmful chemicals (such as diesel emissions) from the inlet air. Adequate air changes and rational control of room pressurisation flows enhances these basic steps.

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If an air quality issue is thought to exist, containment of the source is the first remediation that should be attempted, then if possible, review if there are less objectionable materials that can be substituted. If the chemical is unknown or of unclear origin, a commercial test lab that is experienced in chemical air quality testing can be engaged to validly capture air samples, and then perform chemical analysis (generally GCMS) to identify and quantify various contaminants, then judge their potential for injury. This is not an inexpensive process, or swift process, as the valid collection of samples is a very demanding process, and the downstream analytical instruments are very expensive to own and run.

At a finer level of design, the best possible selection of air delivery devices (such as HEPA housings and the like), can enhance the long-term performance and delivery of good IAQ. More subtle – the location and existence of adequate duct service ports to allow NATA testing and certification of HEPA performance is important, to reduce test costs and enhance the validity of the completed tests.

NATA certified HEPA integrity testing

Room Pressurisation and Airflow AS1668.2, and a number of State Health Guidelines determine the correct airflows, room air changes, and level of room-to-room pressurisation. It is simple to find this information – and less easy to conform to these values in practice.

For example, standards for Operating Rooms as per AS1668.2 include minimum air change rates calculated to achieve 20 changes per hour, minimum outdoor airflow rates calculated at 20 L/s per person at an occupancy of 5 m2 per person, and air pressure maintained at a higher rate than that in adjacent enclosures other than sterile store and set-up rooms.

The temptation to “just-comply” with the minimum values of regulations and guidelines in the “specification” and “building” stage of a job, is inescapably driven forcefully to decrease building costs. If one just operates at the minimum values, any disruption, wear or contamination of filters and ducts will have a dramatic impact on the robustness of the entire air handling system and control protocols, ultimately affecting the air quality that patients experience. It is important to note that in the life of a Hospital building, and in view of achieving the best possible outcomes for patients – cost cutting in this area is antithetic to the building’s real goal and purpose.

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

Particles Perhaps the most obvious solution to overall IAQ is the most “hidden”.

Particulate material can be removed almost totally by a sequence of carefully chosen filters. HEPA and ULPA filters, run at the correct air flow rates, will remove more than 99.97% of particles at 0.3um. This “value”, 0.3um is selected as the test point because particles above and below this size – are generally easier to capture – so these are the most “elusive” particles – hence the value of rating filters for efficiency at this size.

Focus UCV unit with HEPA filters showing CFD modelling of contaminant free air supply over an operating theatre table.

TECHNICAL PAPERS These very effective and valuable HEPA filters need to be protected by a series of sacrificial (cheaper) filters that have a lower capture rate of efficiency – but remove most of the common – larger particles from the air stream. Various ratings are applied to these filters, G4, F8 etc., that all reflect various standardised test methods that are used to rate filter media.

In general, there are two sets of filters before a HEPA in the HVAC air stream. For an operating theatre, typical pre-filter selection would comprise a 100mm deep G4 rated pleated filter and a F8 rated bag filter held within a combination frame. These pre-filters are sequentially arranged to trap course particles, then finer particles to leave a fairly clean air stream for the HEPA filter to collect the very fine particles. If these “sacrificial” filters are not changed often enough, or are compromised by bypass (leakage due to inferior filters or inadequate housings), they will pollute the HEPA filter – reducing its working life from 3-4 years to at worst, days.

100mm deep G4 rated pleated filter and F8 rated bag filter held in combination frame

There are a variety of particle counting processes and services; NATA certification is the most rigorous of these. Care should be taken to assure that the devices used for these services are calibrated and appropriate to the task – and the users, fully familiar with the devices proper operation.

Conclusions Indoor Air Quality is a critical parameter in patient outcomes for hospitals and medical centres. This article has highlighted a number of the factors that contribute to IAQ, and some control aspects and decisions that can lead to better outcomes. An exemplary level of IAQ for health facilities is an achievable goal – it just takes quality design and implementation and rigorous attention to detail in the operation and maintenance of the facility.

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Regulation Update March 2016

DEREK HENDRY I THE HENDRY GROUP

DISCHARGE FROM EXITS – ESSENTIAL SAFETY MEASURES

A

UST – Hospital engineers are reminded that the ‘discharge from exits’ are provisions in the Building Code of Australia to maintain a safe unobstructed path of travel from the ‘exit door’ of a building to a road or open space. Discharge from exits should always be nominated as an essential safety measure by the building surveyor/building certifier.

Building Code of Australia – Discharge from Exits The Building Code of Australia (BCA) contains a number of provisions containing clauses relative to ‘discharge from exits’ i.e. D1.7, D1.9 to D1.11, D2.13, G4.3, G4.6 and G4.7.

The BCA requires the discharge from exits path (egress) to be at least 1m wide (must be wider under certain conditions), open to the sky for its full length, installed with bollards to prevent vehicles obstructing and its surface to be sufficient to accept foot traffic under a building permit.

Some states authorities recommend building surveyors/ certifiers to nominate three-monthly inspections in their essential safety measures schedules/determinations. This shows the importance of ensuring paths of travel from the discharge from exits points of a building to a road or open space is vital in the protection of life safety.

These inspections establish that no illegal works have taken place that can affect the discharge from exits safe evacuation, ensure fire safety compliance and that exits are not blocked, bollards are in place if required, no obstructions exist in the pathway to a road or open space and that the ground surface has no trips or fall hazards. Any non-compliant items should be listed in the essential safety measures logbook to allow, for correction before signing the Annual Statement, Annual Certificate of Compliance, Annual Fire Safety Statement, Annual Maintenance Statement or Annual Occupiers Statement.

FIRE DAMPERS – ESSENTIAL SAFETY MEASURES AUST – Hendry safety measure auditors advise the BCA, in Part C3, Protection of Openings, Clause C3.12 “Openings in floors and ceilings for services” and “C3.15 “Opening for service installations,” set the parameters for when openings in floors and walls are to be protected and then specifies how these openings are to be protected. Fire dampers are

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designed to seal penetrations that are used for air movements from a fire resistant shaft or from one fire compartment to another. All fire dampers are nominated as an essential safety measure.

Building Code of Australia – Fire Dampers Clause C3.15 (b) Ventilation and air-conditioning requires fire dampers to be installed in accordance with AS/NZS 1668:1998 The use of ventilation and air-conditioning in buildings – Fire and smoke control in multi-compartment buildings under a building permit.

Fire dampers can either be fully mechanical or composite and constructed with intumescent material. When in contact with heat, the intumescent material swells many times its original thickness to form a solid barrier to fire in the opening containing fire dampers.

Essential Safety Measures Audit – Fire Dampers A common problem for hospital engineers and essential safety measure auditors alike, is locating fire dampers in a building. A lot of fire dampers are located in a building without adequate access panels for inspection purposes, and it is not uncommon for a lot of fire dampers not to be able to be inspected or maintained due to access problems.

Maintenance routines are carried out under AS 1851-2012 ‘Maintenance of fire protection systems and equipment’. An essential safety measures auditor must be familiar with the various types of fire dampers installed in the building and be prepared to squeeze into some tight situations to ensure fire safety compliance. A building surveyor/building certifier’s essential safety measures schedule/determination will nominate the frequency of inspections required.

Inspections that require rectification works on fire dampers must be recorded in the essential safety measures logbook to allow for signing the Annual Statement, Annual Certificate of Compliance, Annual Fire Safety Statement, Annual Maintenance Statement and Annual Occupiers Statement.

EXIT SIGNS, EMERGENCY LIGHTING AND AS 2293. 1-2005 AUST – Hendry safety measure auditors advise the BCA, under Part E4 emergency lighting, exit signs (essential safety measures when nominated by a building surveyor in a determination/schedule) and warning systems requires the installation of exit signs to be in accordance with AS 2293.12005 Emergency escape lighting and exit signs for buildings

TECHNICAL PAPERS – System design, installation and operation. Too often exit signs are installed incorrectly, subsequently altered and not maintained.

Building Compliance System Through the various types of inspections (such as essential safety measures, BCA audits, due diligence audits or fire safety audits) undertaken by Hendry Building Surveyors and Essential Safety Measures Auditors, become aware of situations in a number of buildings that are unsafe for the occupants of a building.

While legislation concerning the maintenance of Essential Safety Measures around Australia does not allow for ‘directions’ to be used to force an existing building to comply with the current Building Code of Australia, a statutory authority (in most instances, the local council) can force the owner of an existing building to comply with current regulations, usually via a building notice or similar instrument.

Most states essential safety measures regulations require inspections and maintenance to be performed.

AWNINGS OVER PUBLIC LANDS: BUILDING REGULATIONS NSW – Hendry building surveyors advise of a Department of Planning & Infrastructure building regulations circular to raise awareness of the recurring potential safety issues related to awnings over public lands (e.g. footpaths, public protection) and to seek Council’s cooperation in taking action to communicate and follow up with building owners to minimise future risks of collapse.

Safety of Awnings The circular reminds owners that awnings are part of the buildings to which they are attached and are the responsibility of the owner of the building, even when an awning is located over a public footpath.

The Roads Act 1993 clarifies in s.142(I) the responsibility for awnings over roads (including footpaths) by requiring that a person having a right to control the structure must maintain it in a satisfactory state of repair.

To increase the level of consistency in the safety of awnings across the state, councils have been requested to implement a program to raise awareness of the need to monitor the safety of awnings as they age, both in their own organisations and with the owners of buildings in their areas with awnings over public lands.

Components of a program to raise awareness of the safety of awnings include: • identifying owners of buildings with awnings over public lands (including councils) • notifying owners of their responsibility to keep awnings in good order in all conditions, including during storms • advising owners to seek legal advice about liability for failure or collapse of their awning • advising owners that awnings more than 10 years old are more susceptible to failure and should be inspected by a professional engineer for structural adequacy. and • request owners to provide details of any inspections and works to council.

ABOUT THE HENDRY GROUP Derek Hendry is the Founder of the Hendry Group, a multi-disciplinary consultancy whose services include building surveying, disability access, essential safety measures, emergency planning and work health and safety. Hendry pioneered the private certification system of building approvals in Australia and operates nationally in all facets of building control. Hendry publications include e-newsletter entitled ‘Essential Matters’, blog sites and BCA Illustrated to assist property practitioners. For more information, please visit www.hendry.com.au

OUR COLUMNLESS FLOOR BED IS FINALLY HERE! Smooth rounded corners for added safety

MAIN FEATURES Shorter overall • NO BULKY END COLUMNS to facilitate external length full view of patient and room environment.

• ONLY 130 mm HIGH to the top of platform when lowered • OH&S FRIENDLY 75mm CASTORS tucked under the bed frame for safety.

No tripping hazards • German made HIGH QUALITY ‘DEWERT’ ELECTRONICS • Sealed bed head and foot board for infection control • MANUFACTURED IN AUSTRALIA to AS/NZS3200.2.38.2007 & IEC60601-2-52. TGA Registered.

Optional side rails, self help pole and IV pole

Optional Trendelenberg tilt in the sitting position

Standard head and foot boards (pictured in optional woodgrain)

MIN HEIGH ONLY 130 MM to the top of platform when lowered

Light weight slimline construction whilst maintaining maximum strength

8 x 75 mm castors for easy maneuvering

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(03) 5248 8369 | www.uniquecare.com.au THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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TECHNICAL PAPERS

Building a high Performance culture CLIFF CHALON I CHALON PERFORMANCE CONSULTING

Culture is an often used term these days and has been the focus of many change initiatives.

This is commendable and required. However, many attempts to change culture do not produce the results intended. For many organisations, building a strong culture can seem like a ‘bridge too far’, but it is attainable.

T

here is a story that is often referenced in culture – about the classical animal psychology experiments of five monkeys and a hanging banana.

In the experiment five monkeys were put into a cage, with a banana hanging from the roof of the cage (outside the reach of the monkeys). He then put in a step ladder enabling the monkeys to reach the banana. However, whenever one of the monkeys attempted to climb and reach for the banana, ALL the monkeys were sprayed with freezing ice cold water. After a few attempts, they all learned the association between reaching for the banana and the collective punishment of being sprayed with freezing ice cold water.

There was no need for further icy water treatment.

At this stage the researcher replaced one of the five monkeys with a new monkey. The new monkey, not aware of the icy water treatment, tried to reach for the banana. Within seconds the other four monkeys pounced on him and beat him till he stopped and ensured he did not try anymore. The same process was repeated, one of the four monkeys who experienced the original icy water treatment was replaced by a new one, and again all the monkeys beat the new monkey into submission. Finally, the cage was populated by five monkeys who did not experience the icy water treatment.

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The researcher then introduced a new monkey to the cage. When this monkey tried to reach for the banana, all five monkeys jumped on him and beat him.

None of these monkeys knew about the collective punishment of icy water, none knew why they are not allowed to get the banana, but somewhere along the way they learnt that reaching for the banana is not allowed. They became the guardians of this rule without really knowing its purpose. They had built a ‘culture’ of not reaching for the banana.

That’s what culture does – it sustains behaviour.

epitomises excellence, class, quality and dependability.

Just in case you were thinking that this only applies to monkeys – think again.

It is visible in organisations across the globe. I’ve witnessed examples similar to this in human behaviour that perpetuate practices that have stood for decades. This is especially true for organisations suffering from poor performance. Even though common sense would indicate that change is required it can be difficult to achieve due to a strongly resistant and nonconducive culture.

WHY CULTURE MATTERS

WHAT IS CULTURE? A simple definition is ‘the way we do thing around here’. This can be so distinctive that it becomes a recognisable symbol or trademark.

Consider the 3-point star of the Mercedes Benz or the unmistakable 4 quadrant BMW symbol. No explanation is necessary – the symbol

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

Culture is like the operating system of the organisation – the software or organisational DNA. It guides what people think and how they act and feel.

Some instances of how we can ‘see’ and/or feel’ a culture is the way we’re treated in a restaurant, in an airplane or airport, or in another country. I’ve witnessed several instances of superior customer service in Japan for example.

Culture is alive and well and visible – everywhere.

Culture matters because it underpins desired behaviours and practices whether they stem from policy, tradition or through other means.

Here’s a quick summary of the benefits of a strong culture.

• Culture provides a sense of identity to members • Increases commitment to the organisation • Culture is a sense-making device for organisation members • Reinforces the values of the organisation • Culture serves as a control mechanism for shaping behaviour Interestingly, culture doesn’t discriminate; you can have good and bad cultures. So it’s really important

TECHNICAL PAPERS

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TECHNICAL PAPERS to ‘design’ your culture with clear expectations about, the ways you do things in your organisation.

For example take the case of the National Australia Bank traders blunder a few years ago that ended up with over $300 million in losses.

The CEO and board fallout was swift and decisive. The new CEO simply stated the cause was due to a failure in culture.

This case underpins this note from culture guru Edgar Schein “If the organisation begins to fail, this implies that elements of the culture have become dysfunctional and must change. Failure to understand culture and take it seriously can have disastrous consequences for an organisation.”

HOW CULTURE LINKS TO PERFORMANCE A clear depiction of how culture is vital to the performance of any organisation is show in the framework below.

the source of all types of performance problems in an organisation. Let’s be clear – no amount of leveraging of the 5 other dimensions can compensate for an unsupportive culture. Eventually, even the most brilliant of programmatic change and superior technologies can be undone by a poor performance culture.

CULTURE & THE LINK TO PERFORMANCE Recent research shows that organisations that have strong cultures sustain High Performance because; 1. They are aligned to goals and objectives 2. They maintain a high level of motivation 3. They espouse a strong sense of shared values 4. T hey control via culture not bureaucracy 5. They are fully committed to act in accord with the values, systems and behaviours

As Frances Hesselbein reminds us “Culture does not change because we desire to change it. Culture changes when the organisation is transformed; the culture reflects the realities of people working together every day.”

Culture in this sense is like the DNA of an organisation.

It takes consistent practice over an extended period of time to ensure that a desired set of behaviours and practices is embedded as part of the DNA of the organisation. Then there is the issue of what practices and behaviours to design. Fortunately, in this regard the work has already been done for us

by Dan Denison. The model below is now acclaimed as a global standard to measure a high performance culture.

It is based on extensive research.

The circumplex in the figure below depicts features of the powerful Denison Organisational Culture. The DOCS model has 4 quadrants with 3 indexes of organisational performance.

These were derived from extensive research into high and low performing organisations across the globe.

A caveat here is that once an established culture of high performance is achieved it does not necessarily sustain without careful and concerted effort. Toyota’s much vaunted ‘quality’ mantle was under threat a few years ago. The current emissions scandal that has rocked Volkswagen recently shows the fragile nature of culture.

As can be seen, in many organisations, the common levers for success are the 4 key drivers of Strategy, Change, Leadership and Team. The red ‘Performance’ centre also emphasises proprietary systems and technology employed by the organisation to produce their services/products which then combine to produce the desired performance.

What is often given little attention is the ‘blue space’ – the ‘organisation culture’, which underpins the other drivers.

Ignoring or paying lip service to this space is not advisable as it can be the main cause of limited or no success in performance. A poor culture is often at

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So culture can be damaging too.

However, it doesn’t have to be this way, and there are many stories that point in the positive direction too. The key here is to focus on it as you would focus on any important operational aspect.

BUILDING A HIGH PERFORMANCE CULTURE Building a culture is not a short-term project, it takes a long while. High performing companies like Mercedes Benz took did not evolve their high performance culture in a year – it took decades.

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

THE DENISON ORGANISATION CULTURE MODEL The DOCS is a superior tool that correlates to performance outcomes such as Return-On-Assets, sales growth, market-to-book ratio, and customer and employee satisfaction, among others. It is used to measure four cultural traits – Involvement, Consistency, Adaptability and Mission. This will produce a

TECHNICAL PAPERS snapshot of an organisations performance culture and depict scores on the circumplex above. The data can be used to analyse items further or to begin actions on certain items. To date more than 5000 companies of all types and sizes have completed the survey.

ARE YOU SURE YOUR HYDROTHERAPY POOL WATER IS HYGIENIC?

To begin a culture journey it is best to get a sense of current culture position. It is crucial to do this prior to any major change initiatives. A sound culture is critical to the success of any required strategic change efforts. Remember, culture evolves over time so it requires diligent effort and focus.

However, with commitment and leadership it will evolve.

CONCLUSION “Culture eats strategy for breakfast.” These words, attributed to management guru Peter Drucker, are frequently quoted by many who see strong culture at the heart of all great companies. This is very true of all those companies that achieve consistent results. Take any list of great companies regardless of who puts it together, and you’ll see the likes of GE, Toyota, 3M, etc. Wesfarmers and Atlassian are good Australian examples.

The continuous success of these companies is not magical.

It takes a supportive and sustained culture of performance. I would argue every manager, in any organisation, regardless of type or size, or complexity is tasked with building the right culture. It takes committed leadership, strategy, effort and time to make it happen.

Benjamin Franklin who said, ‘if you think education is expensive, try ignorance’. We might paraphrase that sentence for culture. To ignore culture is unwise and dangerous. It is definitely not ‘monkey’ business. It pays huge dividends. It pays to examine the DNA of any organisation and build a high performance culture.

ABOUT THE AUTHOR Cliff is a seasoned and accomplished practitioner in Performance Consulting. He has established an enviable reputation for providing sustainable performance solutions via assessment, diagnosis, facilitation, consulting and coaching.

His clients range across many sectors of industry within the Asia Pacific region. His expertise is evident in numerous projects in Culture, Strategy, Change Management, Leadership and Team development. He is passionate about ‘performance’ in organisations and the vital role people play in any organisation.

Cliff’s regularly works on ‘performance improvement’ projects with several global companies in the region. He has worked for the top companies in Australia, Japan, Singapore, Malaysia, India and several other countries. He has spoken at major conferences, featured on radio and published articles in leading journals.

Cliff can be reached at cliff@chalonpc.com.au

“in 60 seconds, I can accurately do 9 different tests.”

The only way you really can be sure is to test the water properly. And the best way to do that is with WaterLINK Spin, an innovative new technology that makes water testing faster, easier and much more accurate.

Gone are the days of photometers that require you to crush tablets, wash test tubes and time chemical reactions. Not only were these tasks tedious and slow, but they were also sources of user error. You simply couldn’t be sure if your tests were accurate or not.

Now, with WaterLINK Spin, all users have to do is inject a little water into a disc. From there on the testing process is automatic.

There is almost no chance of user error. And accuracy is assured.

But accuracy and ease-of-use are not the only benefits of WaterLINK Spin. The system is also very fast. It takes just 60 seconds to analyse 9 different parameters of water quality. For people needing to test pool water frequently the saving in labour time and cost can be enormous.

If you would like to know more about WaterLINK Spin please call (02) 9450-0466 or email info@vendart.com.au.

Distributed exclusively by Vendart Pty Ltd Phone: (02) 9450-0466 Fax: (02) 9450-0755 www.vendart.com.au

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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PRODUCT NEWS

Product News INTER-CHILLERS PROJECT TEAM

Leaders in installation of advanced technology With an enviable track record of over 200 new chiller and cooling tower installations over recent years Inter-Chillers enjoys continued invitations from most leading mechanical consulting companies, building owners and property management professionals.

We enjoy the reputation of successfully delivering and installing equipment into the most challenging and difficult to access plant rooms. This means thinking â&#x20AC;&#x153;outside the squareâ&#x20AC;? as testified by the collaborative efforts of Inter-Chillers and Smardt Chillers Pty Ltd in the development, manufacture and installation of the first PowerPax Split Vessel Chiller in Australia.

Inter-Chillers specialist projects team conducts turn-key capital equipment replacements and upgrades incorporating new chillers, D/X plants, cooling towers, pumps, boilers and other mechanical equipment.

Installation of BMCS and VSD drives including final balancing, commissioning and verification completes the package of quality services that we consistently deliver to our clients time after time.

Inter-Chillers is an authorised repairer for most OEMs for in-house disassembly and reassembly of new equipment utilising our own refrigeration specialists without the risk of voiding warranty to assist in equipment manoeuvrability.

Our experienced team is committed to providing in-house training for supervisors and technicians on subjects including engineering design, planning, logistics and contingency back up, always with a focus on energy efficient operation and reliability.

Completed projects are handed over to owners with the assurance of high quality service from Inter-Chillers provided by our factory trained and accredited service and maintenance technicians continuing throughout the warranty period and beyond.

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

PRODUCT NEWS

Air Filtration – Total Cost of Ownership Prestigious Children’s Critical Care Facility Achieves Significant Savings...and Cleaner Air

Company Profile:

Midwestern United States medical centre recognised as a leader in paediatric healthcare, research and medical education. Hospital performs 28,000 surgeries per year and has an active medical staff of 1,100 serving 475 licensed beds.

The Situation:

The complex has approximately 30 air handling units supplying 1.1 million l/s of treated air. Filters were being purchased through a hospital buying group that supplied the hospital many other products.

While the per unit filter cost was low, the cost of ownership was very high as proper filters were not being used, filters were being changed too infrequently causing high energy cost, and pre-filters were being used when not necessary.

The Action:

Camfil completed a Life Cycle Costing (LCC) analysis using the proprietary Camfil software that has been in use for over 15 years. It calculated Total Cost of Ownership (TCO) of the existing product with the proposed Camfil solution.

The LCC software assessed cost of product, cost of

filter change-out, cost of energy, and cost of filter disposal. In addition, the software identified the optimised pressure drop filter change point to minimise energy usage and ensure continued proper airflow supply to the facility.

The Result:

Camfil proposed eliminating the existing pre-filters due to their low efficiency and replacing all final filters with a Hi-Flo® fine fibre bag filter (592 x 592 x 625, 10-pocket, F8). The Hi-Flo fine fibre media ensures there is no drop in efficiency as experienced with electrostatically charged, coarse fibre synthetic media. The controlled media spacing, or tapered pocket design, ensures much lower pressure drop and energy consumption, longest filter life, and the highest dust holding capacity. LCC was also used to model the HEPA filters being used in critical areas, such as surgical suites, and it was determined that filter change was too frequent. Now the facility will save money on those products as well due to their extended life.

The Proof

Over 15,000 pre-filters were eliminated per year with the fine fibre high efficiency Hi-Flo® final filter solution based on LCC analysis.

This results in $49,000 in annual savings. HEPA filter savings resulting from optimising lifetime and changing when necessary versus on a set maintenance schedule equal $21,700. Total annual savings with the Camfil Total Cost of Ownership solution is $70,960, not including additional energy savings and the fact that cleaner air will be supplied to all areas of this critical children’s care facility.

Leading Facilities Management Conference and Exhibition “Ideaction.2016” announced for Melbourne in June Melbourne will this year host the facilities management industry’s leading conference and exhibition “Ideaction.2016” at the Melbourne Exhibition and Convention Centre in June.

Melbourne Convention & Exhibition Centre has itself become a leading landmark in the amazing transformation of the Yarra over the past few years”.

Hosted by the Facility Management Association of Australia, and as part of their annual Ideaction series, the theme for the 2016 conference is “Leading the Change”. This clearly articulates the constant need for the industry to proactively approach the many challenges faced from both within and without the industry, including advances in technology, changes to legislation, and shifts in community expectations.

Attracting delegates and sponsors nationally and abroad, this conference is a must for anyone working in the facilities management industry.

The three days of Ideaction.2016 will bring together learnings from the past year on a range of key areas that continue to affect and influence the industry. These include research papers, strategic and technological innovation, public policy and education related topics. These will be addressed through a lively mix of individual presenters, panel discussions, debates, workshops and site tours.

CEO of FMA, Nicholas Burt, said “I am delighted that the conference is back in Melbourne for the first time since 2009.

Melbourne is a city that in every way is leading the change with some of the most interesting and diverse facilities in the country. The

Registrations for the conference open on 25th January, 2016.

To register go to: www.ideaction2016.com.au Conference Organiser Contact: Alignment Event Solutions Jodie Pryor – 0422 87 87 47, E: jodie@alignment.com.au

About FMA The Facility Management Association of Australia (FMA) is the peak national industry body for facilities management, serving and promoting the interests of those who create, operate and maintain Australia’s built environment. A primary focus of FMA is to ensure that the needs of facilities managers (FMs) are understood and considered in government and business policy formulation and decision making. Visit the FMA Website at: www.fma.com.au

THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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PRODUCT NEWS

Compliant & Functional Handwash Station Kits After comprehensive, laboratory and field testing and feedback from user groups, Enware has produced three functional Type B Handwash Station Kits which meet all the requirements for performance in health care applications.

BAXI Power HT

Cutting Edge Gas Condensing Technology HydroHeat Supplies are the exclusive importer of BAXI Boilers in Australia. Arguably the most efficient heating boilers available on the Australian market, the BAXI Power HT and Duo-Tec MP commercial range of wall and floor mounted boilers uses cutting edge gas condensing technology to maximise efficiency and extend lifespan. BAXI are experts in the field of high output condensing boilers and producing compact and scalable systems making them ideal for a range of commercial applications. Available in outputs from 35kW to 150kW. As the BAXI presence in Australia, HydroHeat Supplies support and maintain one of Europe’s leading boiler brands. HydroHeat supply boilers as part of complete hydronic heating system solutions and are synonymous with the BAXI ethos, being driven by sustainability and excellence in heating products.

The Enware Handwash Station Kits provide a simple yet compliant solution to the requirements of the Australasian Health Facility Guidelines and meet hospital hand wash guide lines. They also aid in infection control whilst still being user friendly with easy maintenance. Ideal for hospitals, health care and research facilities.

All the kits use the Enware IFO Cera basin complete with a shroud with either an eSQX touch free electronic mixer, a Leva wall mounted surgeon set or an Enmatic 5000 series sensor tap.

The Cera basin was designed for healthcare, incorporating an antiwater harbouring design with no overflow for better infection control and a fully rimmed basin for superior water and splash retention. Being glazed on all surfaces also provides reduced risk of bacterial growth, and allows easier cleaning, maintenance and longevity.

For more information, visit www.hydroheat.com.au

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THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

Enware’s eSQX is Australia’s first and most technically advanced touch free point of use thermostatic mixer. This new technology provides a temperature controlled, infra-red operated warm water outlet, perfectly matched to the Cera basin. Features such as flush cycles, dead-leg elimination, hands free usage and a laminar flow outlet, all aide in controlling Legionella, infection control and bacterial growth.

Enware strives to provide the health care industry with solutions that enhance safety whilst at the same time improving performance and efficiency.

For more information or to speak to one of our specialists please call 1300 ENWARE (1300 369 273) or email info@enware.com.au

TECHNICAL PAPERS

Oil Lubricated HiScrew Compressors

Oil Free Screw Compressors

Hitachi Industrial Air compressors Serving industry for over 100 years Oil Lubricated & Oil Free Piston Compressors

Oil Free Scroll Compressors

Hitachi Australia Pty Ltd Mobile: 0438 373 393 / 0421 584 558 Email: compressors@hitachi.com.au Website: www.hitachi.com.au /products/product-categories/ industrial/atg.html THE AUSTRALIAN HOSPITAL ENGINEER I MARCH 2016

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www.spiraxsarco.com/global/au

Compact clean steam generator (unwrapped)

Spirax Sarco, the worldâ&#x20AC;&#x2122;s leading steam system specialist, has combined modern technology with package design expertise to create a compact generator capable of producing clean steam to the highest quality standards.

The microprocessor-controlled unit uses treated feedwater and plant steam to produce steriliser-grade clean steam.

The standard range covers clean steam duties up to 600 kg / h at 3 bar g.

The pre-assembled, skid-mounted package arrives factory tested and ready to be connected to your utilities.

The CSM - C is a compact unit.

It will fit through your plantroom door, offering maximum output for mimimum footprint

The standard range of outputs are up to 600 kg / h

PLC controlled with touchscreen commissioning for simple operation

Factory tested The CSM - C is fully maintainable from all sides

All wetted parts on the secondary side are 316L stainless steel

The CSM - C is fully HTM 2031 compliant

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The preheat system heats and circulates the feedwater, ensuring the removal of soluble gases prior to entering the boiler

Spirax Sarco Pty Ltd Australia 14 Forge Street, Blacktown NSW 2148, Australia T +61 (2) 9852 3100 F +61 (2) 9852 3111 E info@au.SpiraxSarco.com Š Copyright 2015 Spirax Sarco is a registered trademark of Spirax-Sarco Limited